COBB HOSPITAL: Form 990, tax year 2024
View the entire original 990 at ProPublica ↗
- Organization
- COBB HOSPITAL (EIN 58-0968382)
- Tax period
- 2024-07-01 to 2025-06-30
- Filed
- 2026-05-15
- IRS object ID
- 202601359349308930
- Schema version
- 2024v5.2
- Source
- Download XML · Original 990 at ProPublica
Every field in the e-filed return. Faint text is the IRS element name, for citing.
Return header ReturnHeader
| Field | Value | IRS element (for citing) |
|---|---|---|
| Return | 2026-05-15T12:33:56-05:00 | ReturnTs |
| Tax Period End | 2025-06-30 | TaxPeriodEndDt |
Preparer Firm PreparerFirmGrp
Preparer Firm Name PreparerFirmName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | PwC US Tax LLP | BusinessNameLine1Txt |
Preparer US Address PreparerUSAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 2001 MARKET ST SUITE 1800 | AddressLine1Txt |
| City | PHILADELPHIA | CityNm |
| State Abbreviation | PA | StateAbbreviationCd |
| ZIP | 19103 | ZIPCd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Return Type | 990 | ReturnTypeCd |
| Tax Period Begin | 2024-07-01 | TaxPeriodBeginDt |
Filer Filer
| Field | Value | IRS element (for citing) |
|---|---|---|
| EIN | 580968382 | EIN |
Business Name BusinessName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | COBB HOSPITAL INC | BusinessNameLine1Txt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| In Care Of | % JOHN KERNDL | InCareOfNm |
| Business Name Control | COBB | BusinessNameControlTxt |
| Phone | 7709567827 | PhoneNum |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 793 SAWYER ROAD | AddressLine1Txt |
| City | MARIETTA | CityNm |
| State Abbreviation | GA | StateAbbreviationCd |
| ZIP | 300622222 | ZIPCd |
Business Officer BusinessOfficerGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Person | JOHN KERNDL | PersonNm |
| Person Title | EVP & CFO | PersonTitleTxt |
| Phone | 7709567827 | PhoneNum |
| Signature | 2026-05-08 | SignatureDt |
| Discuss With Paid Preparer | Yes (true) | DiscussWithPaidPreparerInd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| IRS Responsible Prty Info Curr | Yes (true) | IRSResponsiblePrtyInfoCurrInd |
Preparer Person PreparerPersonGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Preparer Person | JOANNE KRUEGER | PreparerPersonNm |
| PTIN | P01235586 | PTIN |
| Phone | 2673303000 | PhoneNum |
| Preparation | 2026-05-08 | PreparationDt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Tax | 2024 | TaxYr |
| Build TS | 2025-03-06 01:10:19Z | BuildTS |
Form 990 IRS990
| Field | Value | IRS element (for citing) |
|---|---|---|
| Principal Officer | KETUL J PATEL | PrincipalOfficerNm |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 793 SAWYER ROAD | AddressLine1Txt |
| City | MARIETTA | CityNm |
| State Abbreviation | GA | StateAbbreviationCd |
| ZIP | 300622222 | ZIPCd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Gross Receipts | $1,301,909,172 | GrossReceiptsAmt |
| Group Return For Affiliates | false | GroupReturnForAffiliatesInd |
| Organization501c3 | Yes (X) | Organization501c3Ind |
| Website Address | www.wellstar.org | WebsiteAddressTxt |
| Type Of Organization Corp | Yes (X) | TypeOfOrganizationCorpInd |
| Formation | 1984 | FormationYr |
| Legal Domicile State | GA | LegalDomicileStateCd |
| Activity Or Mission | SEE SCHEDULE O | ActivityOrMissionDesc |
| Voting Members Governing Body | 17 | VotingMembersGoverningBodyCnt |
| Voting Members Independent | 10 | VotingMembersIndependentCnt |
| Total Employee | 4048 | TotalEmployeeCnt |
| Total Volunteers | 58 | TotalVolunteersCnt |
| Total Gross UBI | $0 | TotalGrossUBIAmt |
| Net Unrelated Bus Txbl Incm | $0 | NetUnrelatedBusTxblIncmAmt |
| PY Contributions Grants | $11,888,661 | PYContributionsGrantsAmt |
| CY Contributions Grants | $1,410,816 | CYContributionsGrantsAmt |
| PY Program Service Revenue | $1,058,078,275 | PYProgramServiceRevenueAmt |
| CY Program Service Revenue | $1,175,188,839 | CYProgramServiceRevenueAmt |
| PY Investment Income | $961,444 | PYInvestmentIncomeAmt |
| CY Investment Income | $1,434,466 | CYInvestmentIncomeAmt |
| PY Other Revenue | $99,304,624 | PYOtherRevenueAmt |
| CY Other Revenue | $123,875,051 | CYOtherRevenueAmt |
| PY Total Revenue | $1,170,233,004 | PYTotalRevenueAmt |
| CY Total Revenue | $1,301,909,172 | CYTotalRevenueAmt |
| PY Grants And Similar Paid | $0 | PYGrantsAndSimilarPaidAmt |
| CY Grants And Similar Paid | $250 | CYGrantsAndSimilarPaidAmt |
| PY Benefits Paid To Members | $0 | PYBenefitsPaidToMembersAmt |
| CY Benefits Paid To Members | $0 | CYBenefitsPaidToMembersAmt |
| PY Salaries Comp Emp Bnft Paid | $414,568,837 | PYSalariesCompEmpBnftPaidAmt |
| CY Salaries Comp Emp Bnft Paid | $457,854,103 | CYSalariesCompEmpBnftPaidAmt |
| PY Total Prof Fndrsng Expns | $0 | PYTotalProfFndrsngExpnsAmt |
| CY Total Prof Fndrsng Expns | $0 | CYTotalProfFndrsngExpnsAmt |
| CY Total Fundraising Expense | $0 | CYTotalFundraisingExpenseAmt |
| PY Other Expenses | $489,616,176 | PYOtherExpensesAmt |
| CY Other Expenses | $614,290,178 | CYOtherExpensesAmt |
| PY Total Expenses | $904,185,013 | PYTotalExpensesAmt |
| CY Total Expenses | $1,072,144,531 | CYTotalExpensesAmt |
| PY Revenues Less Expenses | $266,047,991 | PYRevenuesLessExpensesAmt |
| CY Revenues Less Expenses | $229,764,641 | CYRevenuesLessExpensesAmt |
| Total Assets BOY | $445,850,043 | TotalAssetsBOYAmt |
| Total Assets EOY | $448,266,460 | TotalAssetsEOYAmt |
| Total Liabilities BOY | $190,967,669 | TotalLiabilitiesBOYAmt |
| Total Liabilities EOY | $184,610,371 | TotalLiabilitiesEOYAmt |
| Net Assets Or Fund Balances BOY | $254,882,374 | NetAssetsOrFundBalancesBOYAmt |
| Net Assets Or Fund Balances EOY | $263,656,089 | NetAssetsOrFundBalancesEOYAmt |
| Info In Schedule O Part III | Yes (X) | InfoInScheduleOPartIIIInd |
| Mission | SEE SCHEDULE O | MissionDesc |
| Significant New Program Srvc | false | SignificantNewProgramSrvcInd |
| Significant Change | false | SignificantChangeInd |
| Expense | $907,619,791 | ExpenseAmt |
| Grant | $0 | GrantAmt |
| Revenue | $1,175,188,839 | RevenueAmt |
| Desc | SEE SCHEDULE O | Desc |
| Total Program Service Expenses | $907,619,791 | TotalProgramServiceExpensesAmt |
| Described In Section501c3 | Yes (true) | DescribedInSection501c3Ind |
| Schedule B Required | Yes (true) | ScheduleBRequiredInd |
| Political Campaign Acty | false | PoliticalCampaignActyInd |
| Lobbying Activities | false | LobbyingActivitiesInd |
| Donor Advised Fund | false | DonorAdvisedFundInd |
| Conservation Easements | false | ConservationEasementsInd |
| Collections Of Art | false | CollectionsOfArtInd |
| Credit Counseling | false | CreditCounselingInd |
| Donor Rstr Or Quasi Endowments | false | DonorRstrOrQuasiEndowmentsInd |
| Report Land Building Equipment | Yes (true) | ReportLandBuildingEquipmentInd |
| Report Investments Other Sec | false | ReportInvestmentsOtherSecInd |
| Report Program Related Invst | false | ReportProgramRelatedInvstInd |
| Report Other Assets | false | ReportOtherAssetsInd |
| Report Other Liabilities | Yes (true) | ReportOtherLiabilitiesInd |
| Include FIN48 Footnote | Yes (true) | IncludeFIN48FootnoteInd |
| Independent Audit Fincl Stmt | false | IndependentAuditFinclStmtInd |
| Consolidated Audit Fincl Stmt | Yes (true) | ConsolidatedAuditFinclStmtInd |
| School Operating | false | SchoolOperatingInd |
| Foreign Office | false | ForeignOfficeInd |
| Foreign Activities | false | ForeignActivitiesInd |
| More Than5000 K To Org | false | MoreThan5000KToOrgInd |
| More Than5000 K To Individuals | false | MoreThan5000KToIndividualsInd |
| Professional Fundraising | false | ProfessionalFundraisingInd |
| Fundraising Activities | false | FundraisingActivitiesInd |
| Gaming Activities | false | GamingActivitiesInd |
| Operate Hospital | Yes (true) | OperateHospitalInd |
| Audited Financial Stmt Att | Yes (true) | AuditedFinancialStmtAttInd |
| Grants To Organizations | false | GrantsToOrganizationsInd |
| Grants To Individuals | false | GrantsToIndividualsInd |
| Schedule J Required | Yes (true) | ScheduleJRequiredInd |
| Tax Exempt Bonds | false | TaxExemptBondsInd |
| Engaged In Excess Benefit Trans | false | EngagedInExcessBenefitTransInd |
| PY Excess Benefit Trans | false | PYExcessBenefitTransInd |
| Loan Outstanding | false | LoanOutstandingInd |
| Grant To Related Person | false | GrantToRelatedPersonInd |
| Business Rln With Org Mem | false | BusinessRlnWithOrgMemInd |
| Business Rln With Fam Mem | false | BusinessRlnWithFamMemInd |
| Business Rln With35 Ctrl Ent | false | BusinessRlnWith35CtrlEntInd |
| Deductible Non Cash Contri | false | DeductibleNonCashContriInd |
| Deductible Art Contribution | false | DeductibleArtContributionInd |
| Terminate Operations | false | TerminateOperationsInd |
| Partial Liquidation | false | PartialLiquidationInd |
| Disregarded Entity | false | DisregardedEntityInd |
| Related Entity | Yes (true) | RelatedEntityInd |
| Related Organization Ctrl Ent | Yes (true) | RelatedOrganizationCtrlEntInd |
| Transaction With Control Ent | Yes (true) | TransactionWithControlEntInd |
| Trnsfr Exmpt Non Chrtbl Rltd Org | false | TrnsfrExmptNonChrtblRltdOrgInd |
| Activities Conducted Prtshp | false | ActivitiesConductedPrtshpInd |
| Schedule O Required | Yes (true) | ScheduleORequiredInd |
| IRP Document | 0 | IRPDocumentCnt |
| IRP Document W2 G | 0 | IRPDocumentW2GCnt |
| Employee | 4048 | EmployeeCnt |
| Employment Tax Returns Filed | Yes (true) | EmploymentTaxReturnsFiledInd |
| Unrelated Bus Incm Over Limit | false | UnrelatedBusIncmOverLimitInd |
| Foreign Financial Account | false | ForeignFinancialAccountInd |
| Prohibited Tax Shelter Trans | false | ProhibitedTaxShelterTransInd |
| Taxable Party Notification | false | TaxablePartyNotificationInd |
| Nondeductible Contributions | false | NondeductibleContributionsInd |
| Quid Pro Quo Contributions | false | QuidProQuoContributionsInd |
| Form8282 Property Disposed Of | false | Form8282PropertyDisposedOfInd |
| Rcv Fnds To Pay Prsnl Bnft Cntrct | false | RcvFndsToPayPrsnlBnftCntrctInd |
| Pay Premiums Prsnl Bnft Cntrct | false | PayPremiumsPrsnlBnftCntrctInd |
| Indoor Tanning Services | false | IndoorTanningServicesInd |
| Subj To Tax Rmnrtn Ex Prcht Pymt | false | SubjToTaxRmnrtnExPrchtPymtInd |
| Subject To Excs Tax Net Invst Inc | false | SubjectToExcsTaxNetInvstIncInd |
| Info In Schedule O Part VI | Yes (X) | InfoInScheduleOPartVIInd |
| Governing Body Voting Members | 17 | GoverningBodyVotingMembersCnt |
| Independent Voting Member | 10 | IndependentVotingMemberCnt |
| Family Or Business Rln | false | FamilyOrBusinessRlnInd |
| Delegation Of Mgmt Duties | false | DelegationOfMgmtDutiesInd |
| Change To Org Documents | false | ChangeToOrgDocumentsInd |
| Material Diversion Or Misuse | false | MaterialDiversionOrMisuseInd |
| Members Or Stockholders | Yes (true) | MembersOrStockholdersInd |
| Election Of Board Members | Yes (true) | ElectionOfBoardMembersInd |
| Decisions Subject To Approva | Yes (true) | DecisionsSubjectToApprovaInd |
| Minutes Of Governing Body | Yes (true) | MinutesOfGoverningBodyInd |
| Minutes Of Committees | Yes (true) | MinutesOfCommitteesInd |
| Officer Mailing Address | false | OfficerMailingAddressInd |
| Local Chapters | false | LocalChaptersInd |
| Form990 Provided To Gvrn Body | Yes (true) | Form990ProvidedToGvrnBodyInd |
| Conflict Of Interest Policy | Yes (true) | ConflictOfInterestPolicyInd |
| Annual Disclosure Covered Prsn | Yes (true) | AnnualDisclosureCoveredPrsnInd |
| Regular Monitoring Enfrc | Yes (true) | RegularMonitoringEnfrcInd |
| Whistleblower Policy | Yes (true) | WhistleblowerPolicyInd |
| Document Retention Policy | Yes (true) | DocumentRetentionPolicyInd |
| Compensation Process CEO | Yes (true) | CompensationProcessCEOInd |
| Compensation Process Other | Yes (true) | CompensationProcessOtherInd |
| Investment In Joint Venture | false | InvestmentInJointVentureInd |
| States Where Copy Of Return Is Fld | GA | StatesWhereCopyOfReturnIsFldCd |
| Own Website | Yes (X) | OwnWebsiteInd |
| Upon Request | Yes (X) | UponRequestInd |
Books In Care Of Detail BooksInCareOfDetail
| Field | Value | IRS element (for citing) |
|---|---|---|
| Person | JOHN KERNDL | PersonNm |
| Phone | 7709567827 | PhoneNum |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 793 SAWYER ROAD | AddressLine1Txt |
| City | Marietta | CityNm |
| State Abbreviation | GA | StateAbbreviationCd |
| ZIP | 300622222 | ZIPCd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Info In Schedule O Part VII | Yes (X) | InfoInScheduleOPartVIIInd |
Form990 Part VII Section A Form990PartVIISectionAGrp (87 entries)
| TitleTitleTxt | Average Hours Per WeekAverageHoursPerWeekRt | Average Hours Per Week Rltd OrgAverageHoursPerWeekRltdOrgRt | OfficerOfficerInd | Reportable Comp From OrgReportableCompFromOrgAmt | Reportable Comp From Rltd OrgReportableCompFromRltdOrgAmt | Other CompensationOtherCompensationAmt | Former Ofcr Director TrusteeFormerOfcrDirectorTrusteeInd | Individual Trustee Or DirectorIndividualTrusteeOrDirectorInd | Highest Compensated EmployeeHighestCompensatedEmployeeInd |
|---|---|---|---|---|---|---|---|---|---|
| CANDICE SAUNDERS | |||||||||
| PRESIDENT & CEO | 1.0 | 49.0 | Yes (X) | $0 | $4,958,202 | $111,721 | |||
| LEO REICHERT | |||||||||
| EVP & GENERAL COUNSEL | 1.0 | 49.0 | Yes (X) | $0 | $1,501,286 | $118,680 | |||
| RICHARD CAPPS | |||||||||
| EVP CHIEF INFO & DIGITAL OFFCR | 1.0 | 49.0 | Yes (X) | $0 | $1,456,940 | $122,478 | |||
| DAVID JONES | |||||||||
| EVP CHIEF PEOPLE OFFICER | 1.0 | 49.0 | Yes (X) | $0 | $1,367,993 | $91,526 | |||
| MARY CHATMAN | |||||||||
| EVP ACUTE CARE OPERATIONS | 1.0 | 49.0 | Yes (X) | $0 | $1,345,788 | $112,311 | |||
| KEM MULLINS | |||||||||
| EVP AMBULATORY OPS & BUS DEV | 1.0 | 49.0 | Yes (X) | $0 | $1,347,183 | $84,804 | |||
| MICHAEL MCCULLOUGH | |||||||||
| SVP SUPPLY CHAIN | 1.0 | 49.0 | $0 | $1,183,436 | $97,280 | Yes (X) | |||
| SUSAN GRANT | |||||||||
| EVP CHIEF NURS EXEC (END 1/25) | 1.0 | 49.0 | Yes (X) | $0 | $1,119,495 | $90,856 | |||
| ALAN MUSTER | |||||||||
| SVP SPECIALTY DIVISION WMG | 1.0 | 49.0 | $0 | $951,925 | $136,217 | Yes (X) | |||
| WILLIAM BELLANDO | |||||||||
| SVP CHIEF INFO OFFICER | 1.0 | 49.0 | $0 | $973,353 | $113,265 | Yes (X) | |||
| JOSEPH REPPERT | |||||||||
| SVP FINANCE & CFO | 1.0 | 49.0 | $0 | $946,489 | $111,996 | Yes (X) | |||
| VALERY AKOPOV | |||||||||
| SVP HOSPITAL DIVISION WMG | 1.0 | 49.0 | $0 | $943,159 | $94,359 | Yes (X) | |||
| JULIE TEER | |||||||||
| SVP & WELLSTAR FOUNDATION PRES | 1.0 | 49.0 | Yes (X) | $0 | $967,637 | $50,702 | |||
| ARIF AZIZ MD | |||||||||
| TRUSTEE & PHYSICIAN(END 12/24) | 1.0 | 49.0 | $0 | $861,272 | $101,567 | Yes (X) | |||
| PRANAV JAIN | |||||||||
| VP CHIEF IH OFF & HEAD OF CP | 1.0 | 49.0 | $0 | $782,654 | $82,942 | Yes (X) | |||
| ANTHONY BUDZINSKI | |||||||||
| EVP & CFO (END 4/24) | 1.0 | 49.0 | $0 | $815,226 | $43,967 | Yes (X) | |||
| BETH KOST | |||||||||
| SVP CHIEF COMPLIANCE OFFICER | 1.0 | 49.0 | Yes (X) | $0 | $750,761 | $87,807 | |||
| SNEHAL DOSHI | |||||||||
| SVP ANCILLARY AND SUPPORT SVC | 1.0 | 49.0 | $0 | $727,383 | $94,852 | Yes (X) | |||
| BARBARA COREY | |||||||||
| SVP MANAGED CARE | 1.0 | 49.0 | $0 | $708,162 | $101,705 | Yes (X) | |||
| LAURA DANNELS | |||||||||
| VP CHIEF LEARNING OFFICER | 1.0 | 49.0 | $0 | $727,704 | $58,842 | Yes (X) | |||
| DANIEL ABAD | |||||||||
| SVP TAL STRAT & TOTAL REWARDS | 1.0 | 49.0 | $0 | $671,526 | $82,714 | Yes (X) | |||
| JODY HUGHES | |||||||||
| VP MEDICAL AFFAIRS | 50.0 | 0.0 | $655,845 | $0 | $90,049 | Yes (X) | |||
| JASON STEVENS | |||||||||
| SVP DEPUTY GENERAL COUNSEL | 1.0 | 49.0 | $0 | $631,108 | $110,168 | Yes (X) | |||
| FREDA LYON | |||||||||
| VP SYSTEM EMERGENCY SERVICES | 1.0 | 49.0 | $0 | $624,229 | $80,019 | Yes (X) | |||
| MATTHEW TERRY | |||||||||
| SVP CHIEF STRATEGY OFFICER | 1.0 | 49.0 | $0 | $617,449 | $80,919 | Yes (X) | |||
| SANDRA LUCIUS | |||||||||
| VP HEAD CARE PLAT (END 12/24) | 1.0 | 49.0 | $0 | $601,651 | $95,657 | Yes (X) | |||
| NICKOLOS YAITSKY | |||||||||
| VP CHIEF AI OFF & HEAD OF EA | 1.0 | 49.0 | $0 | $593,766 | $74,321 | Yes (X) | |||
| DAVID PRESTON | |||||||||
| VP BRAND AND MARKETING | 1.0 | 49.0 | $0 | $615,176 | $43,772 | Yes (X) | |||
| LE JOYCE NAYLOR | |||||||||
| SVP & CHIEF DIVERSITY & INCLUS | 1.0 | 49.0 | $0 | $561,495 | $88,792 | Yes (X) | |||
| RICHARD FREEMAN | |||||||||
| EVP CHIEF PHYS EX (AS OF 7/24) | 1.0 | 49.0 | Yes (X) | $0 | $604,459 | $25,899 | |||
| DANYALE ZIGLOR | |||||||||
| VP HUMAN RESOURCE | 1.0 | 49.0 | $0 | $537,425 | $85,327 | Yes (X) | |||
| ELIZABETH LOUDERMILK | |||||||||
| VP FINANCIAL PLANNING | 1.0 | 49.0 | $0 | $520,489 | $96,259 | Yes (X) | |||
| JAMES L HORNSBY | |||||||||
| TRUSTEE & PHYSICIAN | 1.0 | 49.0 | $0 | $469,768 | $117,101 | Yes (X) | |||
| JOSEPH BRAUD | |||||||||
| VP INFO SECURITY & CISO | 1.0 | 49.0 | $0 | $501,085 | $62,563 | Yes (X) | |||
| PAUL DOUGLASS MD | |||||||||
| TRUSTEE & PHYSICIAN | 1.0 | 49.0 | $0 | $454,029 | $87,403 | Yes (X) | |||
| LOUIS LOVETT | |||||||||
| DIR INTERNAL MEDICINE PROG GME | 50.0 | 0.0 | $415,423 | $0 | $109,601 | Yes (X) | |||
| JAMES SWARTZ | |||||||||
| VP ACCOUNTING | 1.0 | 49.0 | $0 | $440,233 | $77,479 | Yes (X) | |||
| ANDREW COX | |||||||||
| VP CHIEF OF STAFF & LEADERSHIP | 1.0 | 49.0 | $0 | $433,678 | $82,568 | Yes (X) | |||
| JOHN HATFIELD | |||||||||
| EVP CHF EX AF OFF (AS OF 5/24) | 1.0 | 49.0 | Yes (X) | $0 | $485,840 | $29,448 | |||
| STEPHEN VAULT | |||||||||
| VP STRATEGIC COMMUNITY DEVELOP | 1.0 | 49.0 | $0 | $426,528 | $57,058 | Yes (X) | |||
| KIMBERLY TAACA | |||||||||
| VP WMG OPS SPECIALTY DIV | 1.0 | 49.0 | $0 | $397,829 | $82,358 | Yes (X) | |||
| MAXWELL KAGAN | |||||||||
| VP FINANCE & CFO WMG | 1.0 | 49.0 | $0 | $408,688 | $67,504 | Yes (X) | |||
| SOPHIA MCINTYRE | |||||||||
| SVP WMG AMB CAR DIV (END 4/23) | 1.0 | 49.0 | $0 | $468,520 | $0 | Yes (X) | |||
| ELIZABETH PAPETTI | |||||||||
| VP WMG OPS HOSPITAL DIV | 1.0 | 49.0 | $0 | $397,679 | $67,875 | Yes (X) | |||
| SUSAN WRIGHT | |||||||||
| VP PHARMACY SVCS | 1.0 | 49.0 | $0 | $392,073 | $67,601 | Yes (X) | |||
| THOMAS DRAPER | |||||||||
| VP CARDIOVASCULAR SERVICE LINE | 1.0 | 49.0 | $0 | $396,030 | $59,505 | Yes (X) | |||
| VARMA RAMESWAR | |||||||||
| VP PEDIATRIC OPS AND SVC LINE | 1.0 | 49.0 | $0 | $363,870 | $88,383 | Yes (X) | |||
| JOE CASTANON | |||||||||
| VP CONTRACTING & VAL ANALYSIS | 1.0 | 49.0 | $0 | $377,256 | $65,263 | Yes (X) | |||
| KRISTEN TRICE | |||||||||
| VP DIAGNOSTIC OUTREACH | 1.0 | 49.0 | $0 | $358,108 | $82,838 | Yes (X) | |||
| JESSICA KOVALESKY | |||||||||
| VP CARE COORDINATION & POP HLT | 1.0 | 49.0 | $0 | $394,821 | $36,932 | Yes (X) | |||
| BLESSING IMARHIA | |||||||||
| RN IMCU CHARGE | 50.0 | 0.0 | $357,366 | $0 | $66,956 | Yes (X) | |||
| SANA BRUNO | |||||||||
| VP LABORATORY SERVICES SYSTEM | 1.0 | 49.0 | $0 | $342,496 | $77,825 | Yes (X) | |||
| DONALD ZARKOU | |||||||||
| VP OF ONCOLOGY SERVICE LINE | 1.0 | 49.0 | $0 | $323,024 | $90,750 | Yes (X) | |||
| SHARON ROBINSON | |||||||||
| VP FOUNDATION STRATEGY & GRWTH | 1.0 | 49.0 | $0 | $331,768 | $81,334 | Yes (X) | |||
| CAROL TODD | |||||||||
| VP ASST GENERAL COUNSEL | 1.0 | 49.0 | $0 | $325,496 | $85,736 | Yes (X) | |||
| JESSICA TROWELL | |||||||||
| VP HUMAN RESOURCE | 50.0 | 0.0 | $344,727 | $0 | $58,618 | Yes (X) | |||
| MICHAEL GARRARD | |||||||||
| AVP REHABILITATION WRWSH | 1.0 | 49.0 | $0 | $335,402 | $67,049 | Yes (X) | |||
| ROBERT DECOUX | |||||||||
| VP CORPORATE MED STAFF SVCS | 1.0 | 49.0 | $0 | $316,156 | $82,222 | Yes (X) | |||
| IYABO ADEYEMO | |||||||||
| RN IMCU CHARGE | 50.0 | 0.0 | $335,383 | $0 | $62,067 | Yes (X) | |||
| SUNDAY OKEZIE | |||||||||
| RN CHARGE MEDSURG | 50.0 | 0.0 | $284,827 | $0 | $81,758 | Yes (X) | |||
| STEPHANIE CADENA | |||||||||
| RADIATION ONCOLOGY PHYSICIST | 50.0 | 0.0 | $308,682 | $0 | $54,686 | Yes (X) | |||
| ELLEN RUSSELL | |||||||||
| VP HIM CDI & POLICIES | 1.0 | 49.0 | $0 | $294,571 | $55,484 | Yes (X) | |||
| STEVEN HUNT | |||||||||
| VP HUMAN RESOURCE (END 10/24) | 1.0 | 49.0 | $0 | $337,565 | $0 | Yes (X) | |||
| PHILLIP COULE | |||||||||
| VP AND CHIEF MEDICAL OFFICER | 1.0 | 49.0 | $0 | $208,060 | $22,282 | Yes (X) | |||
| PAUL MURPHREE MD | |||||||||
| VP MEDICAL OUTCOMES (END 4/24) | 1.0 | 49.0 | $0 | $156,933 | $22,425 | Yes (X) | |||
| JENNIFER GIUSTI | |||||||||
| VP CLINICAL OUTCOMES(END 4/24) | 1.0 | 49.0 | $0 | $123,430 | $37,057 | Yes (X) | |||
| JOEL SHU | |||||||||
| VP WELLSTAR CP (END 1/24) | 1.0 | 49.0 | $0 | $138,696 | $3,391 | Yes (X) | |||
| FRANK ROS | |||||||||
| TRUSTEE | 1.0 | 15.0 | $0 | $54,889 | $0 | Yes (X) | |||
| MITZI MOORE | |||||||||
| TRUSTEE | 1.0 | 15.0 | $0 | $40,514 | $0 | Yes (X) | |||
| ED RICHARDSON | |||||||||
| TRUSTEE | 1.0 | 15.0 | $0 | $37,753 | $0 | Yes (X) | |||
| W CHARLES BROCK | |||||||||
| TRUSTEE | 1.0 | 15.0 | $0 | $34,976 | $0 | Yes (X) | |||
| O SCOTT SWAYZE MD | |||||||||
| TRUSTEE | 1.0 | 15.0 | $0 | $33,814 | $0 | Yes (X) | |||
| MARK BERRY | |||||||||
| TRUSTEE | 1.0 | 15.0 | $0 | $31,902 | $0 | Yes (X) | |||
| KEITH PARKER | |||||||||
| TRUSTEE | 1.0 | 15.0 | $0 | $31,712 | $0 | Yes (X) | |||
| GREG MORGAN | |||||||||
| TRUSTEE | 1.0 | 15.0 | $0 | $31,708 | $0 | Yes (X) | |||
| H SPEER BURDETTE III | |||||||||
| TRUSTEE | 1.0 | 15.0 | $0 | $31,111 | $0 | Yes (X) | |||
| EDWARD TATE | |||||||||
| TRUSTEE | 1.0 | 15.0 | $0 | $30,481 | $0 | Yes (X) | |||
| DAVID BOTTOMS | |||||||||
| TRUSTEE | 1.0 | 15.0 | $0 | $30,129 | $0 | Yes (X) | |||
| JAMES L HOLMES | |||||||||
| TRUSTEE | 1.0 | 15.0 | $0 | $27,901 | $0 | Yes (X) | |||
| JOHN MCKIBBEN | |||||||||
| TRUSTEE | 1.0 | 15.0 | $0 | $27,042 | $0 | Yes (X) | |||
| JAY CUNNINGHAM | |||||||||
| TRUSTEE | 1.0 | 15.0 | $0 | $26,359 | $0 | Yes (X) | |||
| DAVID HAFNER | |||||||||
| FORMER DIRECTOR | 0.0 | 0.0 | $0 | $24,026 | $0 | Yes (X) | |||
| RANDALL BENTLEY SR | |||||||||
| FORMER DIRECTOR | 0.0 | 0.0 | $0 | $14,150 | $0 | Yes (X) | |||
| CONNIE KIRK | |||||||||
| FORMER TRUSTEE | 1.0 | 15.0 | $0 | $12,619 | $0 | Yes (X) | |||
| ALLEN SEPARK | |||||||||
| FORMER TRUSTEE | 1.0 | 15.0 | $0 | $10,935 | $0 | Yes (X) | |||
| GRETCHEN CORBIN | |||||||||
| TRUSTEE (BEG 10/24) | 1.0 | 15.0 | $0 | $1,539 | $0 | Yes (X) | |||
| JOHN KERNDL | |||||||||
| EVP & CFO (AS OF 2/25) | 1.0 | 49.0 | Yes (X) | $0 | $0 | $0 | |||
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Reportable Comp From Org | $655,845 | TotalReportableCompFromOrgAmt |
| Tot Reportable Comp Rltd Org | $26,980,360 | TotReportableCompRltdOrgAmt |
| Total Other Compensation | $2,351,746 | TotalOtherCompensationAmt |
| Indiv Rcvd Greater Than100 K | 737 | IndivRcvdGreaterThan100KCnt |
| Former Ofcr Employees Listed | Yes (true) | FormerOfcrEmployeesListedInd |
| Total Comp Greater Than150 K | Yes (true) | TotalCompGreaterThan150KInd |
| Compensation From Other Srcs | false | CompensationFromOtherSrcsInd |
| Cntrct Rcvd Greater Than100 K | 0 | CntrctRcvdGreaterThan100KCnt |
| Government Grants | $1,410,816 | GovernmentGrantsAmt |
| Total Contributions | $1,410,816 | TotalContributionsAmt |
Program Service Revenue ProgramServiceRevenueGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Desc | PATIENT REVENUE | Desc |
| Business | 622110 | BusinessCd |
| Total Revenue Column | $1,175,188,839 | TotalRevenueColumnAmt |
| Related Or Exempt Func Income | $1,175,188,839 | RelatedOrExemptFuncIncomeAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Program Service Revenue | $1,175,188,839 | TotalProgramServiceRevenueAmt |
Investment Income InvestmentIncomeGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $1,434,466 | TotalRevenueColumnAmt |
| Exclusion | $1,434,466 | ExclusionAmt |
Incm From Invest Bond Proceeds IncmFromInvestBondProceedsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $0 | TotalRevenueColumnAmt |
Royalties Revenue RoyaltiesRevenueGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $0 | TotalRevenueColumnAmt |
Gross Rents GrossRentsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Real | $2,781,670 | RealAmt |
Rental Income Or Loss RentalIncomeOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Real | $2,781,670 | RealAmt |
| Personal | $0 | PersonalAmt |
Net Rental Income Or Loss NetRentalIncomeOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $2,781,670 | TotalRevenueColumnAmt |
| Exclusion | $2,781,670 | ExclusionAmt |
Net Gain Or Loss Investments NetGainOrLossInvestmentsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $0 | TotalRevenueColumnAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Fundraising Gross Income | $0 | FundraisingGrossIncomeAmt |
| Fundraising Direct Expenses | $0 | FundraisingDirectExpensesAmt |
Net Incm From Fundraising Evt NetIncmFromFundraisingEvtGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $0 | TotalRevenueColumnAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Gaming Gross Income | $0 | GamingGrossIncomeAmt |
| Gaming Direct Expenses | $0 | GamingDirectExpensesAmt |
Net Income From Gaming NetIncomeFromGamingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $0 | TotalRevenueColumnAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Gross Sales Of Inventory | $0 | GrossSalesOfInventoryAmt |
| Cost Of Goods Sold | $0 | CostOfGoodsSoldAmt |
Net Income Or Loss NetIncomeOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $0 | TotalRevenueColumnAmt |
| Unrelated Business Revenue | $0 | UnrelatedBusinessRevenueAmt |
Other Revenue Misc OtherRevenueMiscGrp (3 entries)
| DescDesc | BusinessBusinessCd | Total Revenue ColumnTotalRevenueColumnAmt | ExclusionExclusionAmt |
|---|---|---|---|
| PHARMACY REVENUE | 446110 | $111,302,992 | $111,302,992 |
| CAFETERIA | 722514 | $4,303,527 | $4,303,527 |
| CHILDCARE | 624410 | $988,303 | $988,303 |
Miscellaneous Revenue MiscellaneousRevenueGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $4,498,559 | TotalRevenueColumnAmt |
| Exclusion | $4,498,559 | ExclusionAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Revenue Total | $121,093,381 | OtherRevenueTotalAmt |
Total Revenue TotalRevenueGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $1,301,909,172 | TotalRevenueColumnAmt |
| Related Or Exempt Func Income | $1,175,188,839 | RelatedOrExemptFuncIncomeAmt |
| Unrelated Business Revenue | $0 | UnrelatedBusinessRevenueAmt |
| Exclusion | $125,309,517 | ExclusionAmt |
Grants To Domestic Orgs GrantsToDomesticOrgsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $250 | TotalAmt |
| Program Services | $250 | ProgramServicesAmt |
Grants To Domestic Individuals GrantsToDomesticIndividualsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $0 | TotalAmt |
Foreign Grants ForeignGrantsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $0 | TotalAmt |
Benefits To Members BenefitsToMembersGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $0 | TotalAmt |
Comp Current Ofcr Directors CompCurrentOfcrDirectorsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $951,312 | TotalAmt |
| Program Services | $761,050 | ProgramServicesAmt |
| Management And General | $190,262 | ManagementAndGeneralAmt |
Comp Disqual Persons CompDisqualPersonsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $0 | TotalAmt |
Other Salaries And Wages OtherSalariesAndWagesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $363,279,338 | TotalAmt |
| Program Services | $284,780,779 | ProgramServicesAmt |
| Management And General | $78,498,559 | ManagementAndGeneralAmt |
Pension Plan Contributions PensionPlanContributionsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $13,323,006 | TotalAmt |
| Program Services | $13,323,006 | ProgramServicesAmt |
Other Employee Benefits OtherEmployeeBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $60,880,821 | TotalAmt |
| Program Services | $40,087,762 | ProgramServicesAmt |
| Management And General | $20,793,059 | ManagementAndGeneralAmt |
Payroll Taxes PayrollTaxesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $19,419,626 | TotalAmt |
| Program Services | $19,419,626 | ProgramServicesAmt |
Fees For Services Management FeesForServicesManagementGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $94,333,953 | TotalAmt |
| Program Services | $94,333,953 | ProgramServicesAmt |
Fees For Services Legal FeesForServicesLegalGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $66,312 | TotalAmt |
| Program Services | $66,312 | ProgramServicesAmt |
Fees For Services Accounting FeesForServicesAccountingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $8,160 | TotalAmt |
| Program Services | $8,160 | ProgramServicesAmt |
Fees For Services Lobbying FeesForServicesLobbyingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $0 | TotalAmt |
Fees For Services Prof Fundraising FeesForServicesProfFundraising
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $0 | TotalAmt |
Fees For Srvc Invst Mgmnt Fees FeesForSrvcInvstMgmntFeesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $0 | TotalAmt |
Fees For Services Other FeesForServicesOtherGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $70,609,784 | TotalAmt |
| Program Services | $22,043,735 | ProgramServicesAmt |
| Management And General | $48,566,049 | ManagementAndGeneralAmt |
Advertising AdvertisingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $379,163 | TotalAmt |
| Program Services | $379,163 | ProgramServicesAmt |
Office Expenses OfficeExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $3,871,265 | TotalAmt |
| Program Services | $3,871,265 | ProgramServicesAmt |
Information Technology InformationTechnologyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $0 | TotalAmt |
Royalties RoyaltiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $0 | TotalAmt |
Occupancy OccupancyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $11,330,068 | TotalAmt |
| Program Services | $11,329,843 | ProgramServicesAmt |
| Management And General | $225 | ManagementAndGeneralAmt |
Travel TravelGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $1,665,734 | TotalAmt |
| Program Services | $475,429 | ProgramServicesAmt |
| Management And General | $1,190,305 | ManagementAndGeneralAmt |
Pymt Travel Entrtnmnt Pub Ofcl PymtTravelEntrtnmntPubOfclGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $0 | TotalAmt |
Conferences Meetings ConferencesMeetingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $0 | TotalAmt |
Interest InterestGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $5,469,197 | TotalAmt |
| Program Services | $4,839,805 | ProgramServicesAmt |
| Management And General | $629,392 | ManagementAndGeneralAmt |
Payments To Affiliates PaymentsToAffiliatesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $0 | TotalAmt |
Depreciation Depletion DepreciationDepletionGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $37,503,530 | TotalAmt |
| Program Services | $24,698,615 | ProgramServicesAmt |
| Management And General | $12,804,915 | ManagementAndGeneralAmt |
Insurance InsuranceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $9,737,255 | TotalAmt |
| Program Services | $9,737,255 | ProgramServicesAmt |
Other Expenses OtherExpensesGrp (4 entries)
| DescDesc | TotalTotalAmt | Program ServicesProgramServicesAmt | Management And GeneralManagementAndGeneralAmt |
|---|---|---|---|
| MEDICAL SUPPLIES | $352,806,112 | $352,416,956 | $389,156 |
| NON-MEDICAL SUPPLIES | $5,753,792 | $3,185,202 | $2,568,590 |
| REPAIRS MAINTENANCE | $17,390,761 | $17,390,761 | |
| OTHER EXPENSES | $3,365,092 | $4,470,864 | -$1,105,772 |
Total Functional Expenses TotalFunctionalExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $1,072,144,531 | TotalAmt |
| Program Services | $907,619,791 | ProgramServicesAmt |
| Management And General | $164,524,740 | ManagementAndGeneralAmt |
| Fundraising | $0 | FundraisingAmt |
Cash Non Interest Bearing CashNonInterestBearingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $131,397 | BOYAmt |
| EOY | $107,389 | EOYAmt |
Savings And Temp Cash Invst SavingsAndTempCashInvstGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $0 | BOYAmt |
| EOY | $0 | EOYAmt |
Pledges And Grants Receivable PledgesAndGrantsReceivableGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $0 | BOYAmt |
| EOY | $0 | EOYAmt |
Accounts Receivable AccountsReceivableGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $174,989,297 | BOYAmt |
| EOY | $170,229,470 | EOYAmt |
Receivables From Officers Etc ReceivablesFromOfficersEtcGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $0 | BOYAmt |
| EOY | $0 | EOYAmt |
Rcvbl From Disqualified Prsn RcvblFromDisqualifiedPrsnGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $0 | BOYAmt |
| EOY | $0 | EOYAmt |
Oth Notes Loans Receivable Net OthNotesLoansReceivableNetGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $0 | BOYAmt |
| EOY | $0 | EOYAmt |
Inventories For Sale Or Use InventoriesForSaleOrUseGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $27,733,931 | BOYAmt |
| EOY | $32,470,851 | EOYAmt |
Prepaid Expenses Defrd Charges PrepaidExpensesDefrdChargesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $7,755,457 | BOYAmt |
| EOY | $0 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Land Bldg Equip Cost Or Other Bss | $600,769,328 | LandBldgEquipCostOrOtherBssAmt |
| Land Bldg Equip Accum Deprec | $366,778,650 | LandBldgEquipAccumDeprecAmt |
Land Bldg Equip Basis Net LandBldgEquipBasisNetGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $223,422,113 | BOYAmt |
| EOY | $233,990,678 | EOYAmt |
Investments Pub Traded Sec InvestmentsPubTradedSecGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $0 | BOYAmt |
| EOY | $0 | EOYAmt |
Investments Other Securities InvestmentsOtherSecuritiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $0 | BOYAmt |
| EOY | $0 | EOYAmt |
Investments Program Related InvestmentsProgramRelatedGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $0 | BOYAmt |
| EOY | $0 | EOYAmt |
Intangible Assets IntangibleAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $0 | BOYAmt |
| EOY | $0 | EOYAmt |
Other Assets Total OtherAssetsTotalGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $11,817,848 | BOYAmt |
| EOY | $11,468,072 | EOYAmt |
Total Assets TotalAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $445,850,043 | BOYAmt |
| EOY | $448,266,460 | EOYAmt |
Accounts Payable Accr Expnss AccountsPayableAccrExpnssGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $64,546,801 | BOYAmt |
| EOY | $61,559,570 | EOYAmt |
Grants Payable GrantsPayableGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $0 | BOYAmt |
| EOY | $0 | EOYAmt |
Deferred Revenue DeferredRevenueGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $0 | BOYAmt |
| EOY | $0 | EOYAmt |
Tax Exempt Bond Liabilities TaxExemptBondLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $0 | BOYAmt |
| EOY | $0 | EOYAmt |
Escrow Account Liability EscrowAccountLiabilityGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $0 | BOYAmt |
| EOY | $0 | EOYAmt |
Loans From Officers Directors LoansFromOfficersDirectorsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $0 | BOYAmt |
| EOY | $0 | EOYAmt |
Mortg Notes Pybl Scrd Invst Prop MortgNotesPyblScrdInvstPropGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $0 | BOYAmt |
| EOY | $0 | EOYAmt |
Unsecured Notes Loans Payable UnsecuredNotesLoansPayableGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $0 | BOYAmt |
| EOY | $0 | EOYAmt |
Other Liabilities OtherLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $126,420,868 | BOYAmt |
| EOY | $123,050,801 | EOYAmt |
Total Liabilities TotalLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $190,967,669 | BOYAmt |
| EOY | $184,610,371 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Organization Follows FASB117 | Yes (X) | OrganizationFollowsFASB117Ind |
No Donor Restriction Net Assets NoDonorRestrictionNetAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $254,882,374 | BOYAmt |
| EOY | $263,656,089 | EOYAmt |
Donor Restriction Net Assets DonorRestrictionNetAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $0 | BOYAmt |
| EOY | $0 | EOYAmt |
Total Net Assets Fund Balance TotalNetAssetsFundBalanceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $254,882,374 | BOYAmt |
| EOY | $263,656,089 | EOYAmt |
Tot Liab Net Assets Fund Balance TotLiabNetAssetsFundBalanceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $445,850,043 | BOYAmt |
| EOY | $448,266,460 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Info In Schedule O Part XI | Yes (X) | InfoInScheduleOPartXIInd |
| Reconcilation Revenue Expnss | $229,764,641 | ReconcilationRevenueExpnssAmt |
| Other Changes In Net Assets | -$220,990,926 | OtherChangesInNetAssetsAmt |
| Method Of Accounting Accrual | Yes (X) | MethodOfAccountingAccrualInd |
| Accountant Compile Or Review | false | AccountantCompileOrReviewInd |
| FS Audited | Yes (true) | FSAuditedInd |
FS Audited Basis FSAuditedBasisGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Consolidated Basis Fincl Stmt | Yes (X) | ConsolidatedBasisFinclStmtInd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Audit Committee | Yes (true) | AuditCommitteeInd |
| Federal Grant Audit Required | Yes (true) | FederalGrantAuditRequiredInd |
| Federal Grant Audit Performed | Yes (true) | FederalGrantAuditPerformedInd |
Schedule A IRS990ScheduleA
| Field | Value | IRS element (for citing) |
|---|---|---|
| Hospital | Yes (X) | HospitalInd |
Schedule B IRS990ScheduleB
Contributor Information ContributorInformationGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Contributor | RESTRICTED | ContributorNum |
Contributor Business Name ContributorBusinessName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | RESTRICTED | BusinessNameLine1 |
Contributor US Address ContributorUSAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | RESTRICTED | AddressLine1 |
| Address Line2 | RESTRICTED | AddressLine2 |
| City | RESTRICTED | City |
| State | RESTRICTED | State |
| ZIP Code | RESTRICTED | ZIPCode |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Contributions | RESTRICTED | TotalContributionsAmt |
Schedule D IRS990ScheduleD
| Field | Value | IRS element (for citing) |
|---|---|---|
| Art Public Exhibition Amounts | ArtPublicExhibitionAmountsGrp | |
| Held Works Art | HeldWorksArtGrp | |
| CY Minus3 Yr Endwmt Fund | CYMinus3YrEndwmtFundGrp | |
| CY Minus4 Yr Endwmt Fund | CYMinus4YrEndwmtFundGrp |
Land LandGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $20,043,977 | OtherCostOrOtherBasisAmt |
| Book Value | $20,043,977 | BookValueAmt |
Buildings BuildingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $295,806,133 | OtherCostOrOtherBasisAmt |
| Depreciation | $159,058,968 | DepreciationAmt |
| Book Value | $136,747,166 | BookValueAmt |
Leasehold Improvements LeaseholdImprovementsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $20,869,661 | OtherCostOrOtherBasisAmt |
| Depreciation | $5,035,132 | DepreciationAmt |
| Book Value | $15,834,529 | BookValueAmt |
Equipment EquipmentGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $263,783,054 | OtherCostOrOtherBasisAmt |
| Depreciation | $202,465,571 | DepreciationAmt |
| Book Value | $61,317,483 | BookValueAmt |
Other Land Buildings OtherLandBuildingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $266,502 | OtherCostOrOtherBasisAmt |
| Depreciation | $218,979 | DepreciationAmt |
| Book Value | $47,523 | BookValueAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Book Value Land Buildings | $233,990,678 | TotalBookValueLandBuildingsAmt |
| Federal Income Tax Liability | $0 | FederalIncomeTaxLiabilityAmt |
Other Liabilities Org OtherLiabilitiesOrgGrp (2 entries)
| DescDesc | AmtAmt |
|---|---|
| OTHER LONG-TERM LIABILITIES | $4,054,223 |
| TAX EXEMPT BOND LIAB. DUE TO WHS | $118,996,578 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Liability | $123,050,801 | TotalLiabilityAmt |
| Footnote Text | Yes (X) | FootnoteTextInd |
Supplemental Information Detail SupplementalInformationDetail
| Field | Value | IRS element (for citing) |
|---|---|---|
| Form And Line Reference | SCHEDULE D, PART X, LINE 2 | FormAndLineReferenceDesc |
| Explanation | THE FOLLOWING FOOTNOTE IS RELATED TO THE ORGANIZATION'S APPLICATION OF FASB ASC 740 (PREVIOUSLY FIN 48): "WELLSTAR AND ITS AFFILIATES HAVE BEEN RECOGNIZED AS EXEMPT FROM FEDERAL INCOME TAX UNDER INTERNAL REVENUE CODE SECTION 501(A) AS ORGANIZATIONS DESCRIBED IN SECTION 501(C)(3), AND THEREFORE, RELATED INCOME IS GENERALLY NOT SUBJECT TO FEDERAL OR STATE INCOME TAXES. WELLSTAR APPLIES FASB ASC 740, INCOME TAXES, WHICH ADDRESSES ACCOUNTING FOR UNCERTAINTIES IN INCOME TAX POSITIONS. IT ALSO PROVIDES GUIDANCE ON WHEN TAX POSITIONS ARE RECOGNIZED IN AN ENTITY'S FINANCIAL STATEMENTS AND HOW THE VALUES OF THESE POSITIONS ARE DETERMINED. THERE IS NO IMPACT ON WELLSTAR'S COMBINED FINANCIAL STATEMENTS AS A RESULT OF THE APPLICATION OF ASC 740. WELLSTAR HAS EVALUATED ITS TAX POSITIONS AND DOES NOT BELIEVE THERE ARE ANY MATERIAL UNRECOGNIZED TAX BENEFITS OR OBLIGATIONS AS OF JUNE 30, 2025, OR 2024." | ExplanationTxt |
Schedule H IRS990ScheduleH
| Field | Value | IRS element (for citing) |
|---|---|---|
| Financial Assistance Policy | Yes (true) | FinancialAssistancePolicyInd |
| Written Policy | Yes (true) | WrittenPolicyInd |
| All Hospitals Policy | Yes (X) | AllHospitalsPolicyInd |
| FPG Reference Free Care | Yes (true) | FPGReferenceFreeCareInd |
Free Care Oth Percentage FreeCareOthPercentageGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other | Yes (X) | OtherInd |
| Free Care Other | 125. | FreeCareOtherPct |
| Field | Value | IRS element (for citing) |
|---|---|---|
| FPG Reference Discounted Care | Yes (true) | FPGReferenceDiscountedCareInd |
| Percent300 | Yes (X) | Percent300Ind |
| Free Care Medically Indigent | Yes (true) | FreeCareMedicallyIndigentInd |
| Financial Assistance Budget | Yes (true) | FinancialAssistanceBudgetInd |
| Expenses Exceed Budget | Yes (true) | ExpensesExceedBudgetInd |
| Unable To Provide Care | false | UnableToProvideCareInd |
| Annual Community Bnft Report | Yes (true) | AnnualCommunityBnftReportInd |
| Report Publically Available | Yes (true) | ReportPublicallyAvailableInd |
Financial Assistance At Cost Typ FinancialAssistanceAtCostTyp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $74,825,949 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $13,406,759 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $61,419,190 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.05730 | TotalExpensePct |
Unreimbursed Medicaid UnreimbursedMedicaidGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $104,640,614 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $98,245,376 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $6,395,238 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00600 | TotalExpensePct |
Total Financial Assistance Typ TotalFinancialAssistanceTyp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $179,466,563 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $111,652,135 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $67,814,428 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.06330 | TotalExpensePct |
Community Health Services CommunityHealthServicesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $160,148 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $160,148 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00010 | TotalExpensePct |
Total Other Benefits TotalOtherBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $160,148 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $160,148 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00010 | TotalExpensePct |
Total Community Benefits TotalCommunityBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $179,626,711 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $111,652,135 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $67,974,576 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.06340 | TotalExpensePct |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Bad Debt Expense Reported | Yes (true) | BadDebtExpenseReportedInd |
| Bad Debt Expense | $36,365,771 | BadDebtExpenseAmt |
| Reimbursed By Medicare | $370,658,789 | ReimbursedByMedicareAmt |
| Cost Of Care Reimbursed By Medcr | $461,301,600 | CostOfCareReimbursedByMedcrAmt |
| Medicare Surplus Or Shortfall | -$90,642,811 | MedicareSurplusOrShortfallAmt |
Costing Methodology Used CostingMethodologyUsedGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Cost To Charge Ratio | Yes (X) | CostToChargeRatioInd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Written Debt Collection Policy | Yes (true) | WrittenDebtCollectionPolicyInd |
| Financial Assistance Prvsn | Yes (true) | FinancialAssistancePrvsnInd |
| Hospital Facilities | 1 | HospitalFacilitiesCnt |
Hospital Facilities HospitalFacilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Facility | 1 | FacilityNum |
Business Name BusinessName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | COBB HOSPITAL | BusinessNameLine1Txt |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 3950 AUSTELL ROAD | AddressLine1Txt |
| City | AUSTELL | CityNm |
| State Abbreviation | GA | StateAbbreviationCd |
| ZIP | 30106 | ZIPCd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Website Address | www.wellstar.org | WebsiteAddressTxt |
| State License | 033-432 | StateLicenseNum |
| Licensed Hospital | Yes (X) | LicensedHospitalInd |
| General Medical And Surgical | Yes (X) | GeneralMedicalAndSurgicalInd |
| Teaching Hospital | Yes (X) | TeachingHospitalInd |
| Emergency Room24 Hrs | Yes (X) | EmergencyRoom24HrsInd |
Hospital Fclty Policies Prctc HospitalFcltyPoliciesPrctcGrp
Hospital Facility Name HospitalFacilityName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | COBB HOSPITAL | BusinessNameLine1Txt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Facility | 1 | FacilityNum |
| First Licensed CY Or PY | false | FirstLicensedCYOrPYInd |
| Tax Exempt Hospital CY Or PY | false | TaxExemptHospitalCYOrPYInd |
| CHNA Conducted | Yes (true) | CHNAConductedInd |
| Community Definition | Yes (X) | CommunityDefinitionInd |
| Community Demographics | Yes (X) | CommunityDemographicsInd |
| Existing Resources | Yes (X) | ExistingResourcesInd |
| How Data Obtained | Yes (X) | HowDataObtainedInd |
| Community Health Needs | Yes (X) | CommunityHealthNeedsInd |
| Other Health Issues | Yes (X) | OtherHealthIssuesInd |
| Community Hlth Needs Id Process | Yes (X) | CommunityHlthNeedsIdProcessInd |
| Consulting Process | Yes (X) | ConsultingProcessInd |
| Prior CHNA Impact | Yes (X) | PriorCHNAImpactInd |
| Other | Yes (X) | OtherInd |
| CHNA Conducted | 24 | CHNAConductedYr |
| Take Into Account Others Input | Yes (true) | TakeIntoAccountOthersInputInd |
| CHNA Conducted With Other Fclts | Yes (true) | CHNAConductedWithOtherFcltsInd |
| CHNA Conducted With Non Fclts | false | CHNAConductedWithNonFcltsInd |
| CHNA Report Widely Available | Yes (true) | CHNAReportWidelyAvailableInd |
| Rpt Available On Own Website | Yes (X) | RptAvailableOnOwnWebsiteInd |
| Own Website URL | SEE PART V, SECTION C | OwnWebsiteURLTxt |
| Paper Copy Public Inspection | Yes (X) | PaperCopyPublicInspectionInd |
| Implementation Strategy Adopt | Yes (true) | ImplementationStrategyAdoptInd |
| Implementation Strategy Adpt | 24 | ImplementationStrategyAdptYr |
| Strategy Posted Website | Yes (true) | StrategyPostedWebsiteInd |
| Strategy Website URL | SEE PART V, SECTION C | StrategyWebsiteURLTxt |
| Organization Incur Excise Tax | false | OrganizationIncurExciseTaxInd |
| Elig Criteria Explained | Yes (true) | EligCriteriaExplainedInd |
| FPG Family Incm Lmt Free Dscnt | Yes (X) | FPGFamilyIncmLmtFreeDscntInd |
| FPG Family Incm Lmt Free Care | 125. | FPGFamilyIncmLmtFreeCarePct |
| FPG Family Incm Lmt Dscnt Care | 300. | FPGFamilyIncmLmtDscntCarePct |
| Income Level Criteria | Yes (X) | IncomeLevelCriteriaInd |
| Asset Level Criteria | Yes (X) | AssetLevelCriteriaInd |
| Medical Indigency Criteria | Yes (X) | MedicalIndigencyCriteriaInd |
| Insurance Status Criteria | Yes (X) | InsuranceStatusCriteriaInd |
| Underinsurance Stat Criteria | Yes (X) | UnderinsuranceStatCriteriaInd |
| Other Criteria | Yes (X) | OtherCriteriaInd |
| Explained Basis | Yes (true) | ExplainedBasisInd |
| App Financial Asst Expln | Yes (true) | AppFinancialAsstExplnInd |
| Described Info | Yes (X) | DescribedInfoInd |
| Described Suprt Doc | Yes (X) | DescribedSuprtDocInd |
| Provided Hospital Contact | Yes (X) | ProvidedHospitalContactInd |
| Other Method | Yes (X) | OtherMethodInd |
| Includes Publicity Measures | Yes (true) | IncludesPublicityMeasuresInd |
| FAP Available On Website | Yes (X) | FAPAvailableOnWebsiteInd |
| FAP Available On Website URL | SEE PART V, SECTION C | FAPAvailableOnWebsiteURLTxt |
| FAP App Available On Website | Yes (X) | FAPAppAvailableOnWebsiteInd |
| FAP App Available On Website URL | SEE PART V, SECTION C | FAPAppAvailableOnWebsiteURLTxt |
| FAP Summary On Website | Yes (X) | FAPSummaryOnWebsiteInd |
| FAP Summary On Website URL | SEE PART V, SECTION C | FAPSummaryOnWebsiteURLTxt |
| FAP Avlbl On Request No Charge | Yes (X) | FAPAvlblOnRequestNoChargeInd |
| FAP App Avlbl On Request No Chrg | Yes (X) | FAPAppAvlblOnRequestNoChrgInd |
| FAP Sum Avlbl On Request No Chrg | Yes (X) | FAPSumAvlblOnRequestNoChrgInd |
| Notified FAP Copy Bill Display | Yes (X) | NotifiedFAPCopyBillDisplayInd |
| Communtity Notified FAP | Yes (X) | CommuntityNotifiedFAPInd |
| FAP Translated | Yes (X) | FAPTranslatedInd |
| Other Publicity | Yes (X) | OtherPublicityInd |
| FAP Actions On Nonpayment | Yes (true) | FAPActionsOnNonpaymentInd |
| Permit No Actions | Yes (X) | PermitNoActionsInd |
| Collection Activities | false | CollectionActivitiesInd |
| Provided Written Notice | Yes (X) | ProvidedWrittenNoticeInd |
| Made Effort Orally Notify | Yes (X) | MadeEffortOrallyNotifyInd |
| Processed FAP Application | Yes (X) | ProcessedFAPApplicationInd |
| Made Presumptive Elig Determ | Yes (X) | MadePresumptiveEligDetermInd |
| Other Actions Taken | Yes (X) | OtherActionsTakenInd |
| Nondis Emergency Care Policy | Yes (true) | NondisEmergencyCarePolicyInd |
| Look Back Medicare Private | Yes (X) | LookBackMedicarePrivateInd |
| Amounts Generally Billed | false | AmountsGenerallyBilledInd |
| Gross Charges | false | GrossChargesInd |
Supplemental Information SupplementalInformationGrp (14 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| SCHEDULE H, PART V, SECTION B, LINE 3J | THE 2025 JOINT COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA) INCLUDED WELLSTAR COBB, KENNESTONE, AND WINDY HILL HOSPITALS. THIS CHNA INCLUDED A LITANY OF MULTI-SECTOR CHNA COLLABORATORS INCLUDING INDIVIDUALS, ORGANIZATIONS, AND GOVERNMENTAL AGENCIES THAT WERE CONSULTED AND CONTRIBUTED SPECIAL KNOWLEDGE OF MEDICALLY UNDERSERVED AND LOW-INCOME POPULATIONS AND/OR EXPERTISE IN PUBLIC HEALTH. THESE HOSPITALS ARE PROUD TO BE PART OF WELLSTAR, THE LARGEST HEALTH SYSTEM IN GEORGIA, PROVIDING PATIENTS WITH WORLD-CLASS HEALTHCARE CLOSE TO HOME, TREATING THE ENTIRE FAMILY FROM BIRTH. WITH 11 HOSPITALS, 2,900 PHYSICIANS AND ADVANCED PRACTITIONERS ON MEDICAL STAFF, 240 MEDICAL OFFICE LOCATIONS, OUTPATIENT CENTERS, HEALTH PARKS, A PEDIATRIC CENTER, NURSING CENTERS, HOSPICE AND HOMECARE, WELLSTAR IS THERE FOR FAMILIES WHEN AND WHERE NEEDED. WELLSTAR COBB HOSPITAL THE TEAM AT WELLSTAR COBB HOSPITAL PROVIDES WORLD-CLASS HEALTHCARE IN THE HEART OF THE SOUTH COBB COMMUNITY. WITH 382 BEDS, COBB HOSPITAL OFFERS LEADING-EDGE CANCER TREATMENT, A STATE-OF-THE-ART CARDIAC PROGRAM, A WARM MATERNITY CENTER WITH PRIVATE ROOMS AND ACCREDITED JOINT AND SPINE SURGERY PROGRAMS. THANKS TO HIGHLY SKILLED SURGEONS AND MEDICAL TEAMS, PATIENTS UNDERGOING SURGERY AT COBB EXPERIENCE THE MOST ADVANCED TECHNOLOGY AND INNOVATIVE CARE. WELLSTAR COBB HOSPITAL OFFERS THE DA VINCI SYSTEM FOR SURGEONS TO PERFORM OPERATIONS ROBOTICALLY. THIS ALLOWS PRECISE MOVEMENTS OF TINY INSTRUMENTS FOR CARDIAC, COLORECTAL, GENERAL, GYNECOLOGIC, HEAD AND NECK, THORACIC AND UROLOGIC SURGERIES. WHEN TRAGEDY STRIKES, WELLSTAR COBB HOSPITAL IS THERE FOR PATIENTS WITH DEVASTATING BURNS. COBB HOSPITAL IS HOME TO AN INPATIENT BURN UNIT, OPERATED IN COLLABORATION WITH THE JOSEPH M. STILL BURN CENTER - THE LARGEST BURN CENTER IN THE UNITED STATES. WELLSTAR KENNESTONE HOSPITAL THIS 633-BED COMMUNITY HOSPITAL CONTINUALLY EARNS ITS DISTINCTION AS A "TOP 100" HOSPITAL WITH ONGOING INVESTMENT IN NEW TECHNOLOGIES SUCH AS GEORGIA'S FIRST CYBERKNIFE, TOMOTHERAPY AND DA VINCI ROBOTIC SURGICAL SYSTEMS. WELLSTAR KENNESTONE HOSPITAL IS KNOWN FOR ITS STATE-OF-THE-HEART CARDIAC PROGRAM, COLLABORATIVE VASCULAR PROGRAM, MULTIDISCIPLINARY STAT CANCER TREATMENT, AND RENOWNED WOMEN'S CENTER. AND ITS EMERGENCY ROOM (ER) - ONE OF THE BUSIEST IN THE STATE - INCLUDES AN ACCREDITED CHEST PAIN CENTER. NO WONDER WELLSTAR KENNESTONE IS KNOWN AS AN ESTABLISHED HEALTHCARE PROVIDER FOR METRO ATLANTA AND ITS SURROUNDING COMMUNITIES, AS WELL AS A TERTIARY REFERRAL HOSPITAL WITHIN WELLSTAR HEALTH SYSTEM. WELLSTAR WINDY HILL WELLSTAR WINDY HILL OFFERS SPECIALIZED, LEADING-EDGE HEALTHCARE SERVICES. A 115-BED FACILITY, WELLSTAR WINDY HILL IS KNOWN FOR ITS LONG-TERM ACUTE CARE (LTAC) PROGRAM, SPECIALIZED SURGICAL SERVICES AND INTERVENTIONAL RADIOLOGY EXPERTISE, WHICH INCLUDES OUR MINIMALLY INVASIVE CENTER FOR FIBROID CARE. THE 2010 AFFORDABLE CARE ACT (ACA) REQUIRES ALL NOT-FOR-PROFIT HOSPITALS TO COMPLETE A COMMUNITY HEALTH NEED ASSESSMENT (CHNA) AND IMPLEMENTATION STRATEGY EVERY THREE YEARS TO BETTER MEET THE HEALTH NEEDS OF UNDER-RESOURCED POPULATIONS LIVING IN THE COMMUNITIES THEY SERVE. WELLSTAR COBB HOSPITAL, WELLSTAR KENNESTONE HOSPITAL, AND WELLSTAR WINDY HILL SERVE THE SAME GEOGRAPHICAL COMMUNITY AND HAVE CHOSEN TO COMPLETE A JOINT CHNA AND IMPLEMENTATION PLANNING PROCESS. THE COMPREHENSIVE CHNA THAT MEETS INDUSTRY STANDARDS INCLUDING IRS FINAL REGULATIONS OF SECTION 501(R) ENTITLED "ADDITIONAL REQUIREMENTS FOR CHARITABLE HOSPITALS" CAN BE ACCESSED HERE: HTTPS://WWW.WELLSTAR.ORG/COMMUNITY/COMMUNITY-HEALTH-NEEDS-ASSESSMENT |
| SCHEDULE H, PART V, SECTION B, LINE 5 | GEORGIA HEALTH POLICY CENTER (GHPC) PARTNERED WITH WELLSTAR TO IMPLEMENT A COLLABORATIVE AND COMPREHENSIVE CHNA PROCESS. GHPC, HOUSED WITHIN GEORGIA STATE UNIVERSITY'S ANDREW YOUNG SCHOOL OF POLICY STUDIES, PROVIDES EVIDENCE-BASED RESEARCH, PROGRAM DEVELOPMENT, AND POLICY GUIDANCE LOCALLY, STATEWIDE, AND NATIONALLY TO IMPROVE COMMUNITIES' HEALTH STATUS. WITH MORE THAN 25 YEARS OF SERVICE, GHPC FOCUSES ON SOLUTIONS TO THE TOUGHEST ISSUES FACING HEALTHCARE TODAY, INCLUDING INSURANCE COVERAGE, LONG-TERM CARE, CHILDREN'S HEALTH, AND THE DEVELOPMENT OF RURAL AND URBAN HEALTH SYSTEMS. GHPC HAS BEEN SUPPORTING HOSPITAL PARTNERS IN MEETING THE CHNA COMPONENTS OF IRS REGULATIONS SINCE THEIR INCEPTION IN 2010. INPUT FROM COMMUNITY REPRESENTATIVES & COMMUNITY SOURCES: THE SECONDARY DATA WAS COMPILED FROM A VARIETY OF SOURCES THAT ARE RELIABLE AND REPRESENTATIVE OF THE COMMUNITY SERVED BY WELLSTAR COBB, KENNESTONE, AND WINDY HILL. DATA SOURCES INCLUDE, BUT ARE NOT LIMITED TO: - U.S. BUREAU OF LABOR STATISTICS - GEORGIA BUREAU OF INVESTIGATION - GEORGIA DEPARTMENT OF PUBLIC HEALTH'S ONLINE ANALYTICAL STATISTICAL INFORMATION SYSTEM (OASIS) - GEORGIA UNITED FOR ASSET LIMITED, INCOME - CONSTRAINED, EMPLOYED (ALICE) - GEORGIA RURAL HEALTH INNOVATION CENTER'S GEORGIA HEALTH DATA HUB - HEALTH RESOURCES SERVICES ADMINISTRATION'S HEALTH PROFESSIONAL SHORTAGE AREAS DATABASE - BEHAVIOR RISK FACTOR SURVEILLANCE SYSTEM (BRFSS) - GEORGIA PREGNANCY RISK ASSESSMENT MONITORING SYSTEM (PRAMS) - U.S. CENSUS BUREAU'S AMERICAN COMMUNITY SURVEY SECONDARY DATA WERE ANALYZED AT THE ZIP CODE AND COUNTY LEVEL. MOST PUBLICLY AVAILABLE DATA ARE NOT AVAILABLE AT A SUB-COUNTY LEVEL. WHERE SMALLER DATA POINTS WERE AVAILABLE (I.E. FOR CENSUS TRACTS OR ZIP CODES), THEY WERE INCLUDED. TO BETTER UNDERSTAND THE EXPERIENCE AND NEEDS OF RESIDENTS SERVED BY THE HOSPITALS, SEVERAL TYPES OF PRIMARY DATA WERE COLLECTED. PRIMARY DATA COLLECTION INCLUDED: QUALITATIVE DATA INCLUDED: 1. KEY INFORMANT INTERVIEWS - 22 INTERVIEWS WERE CONDUCTED WITH REPRESENTATIVES FROM NON-GOVERNMENTAL ORGANIZATIONS, STATE AGENCIES, AND ACADEMIC INSTITUTIONS. 2. FOCUS GROUPS WITH RESIDENTS AND WELLSTAR HEALTH SYSTEM TEAM MEMBERS - 16 TOTAL FOCUS GROUP DISCUSSIONS WERE CONDUCTED: 9 WITH WELLSTAR HEALTH SYSTEM TEAM MEMBERS INCLUDING SERVICE LINE LEADERS, HOSPITAL PRESIDENTS, AND REPRESENTATIVES FROM COMMUNITY HEALTH PROGRAMS, THE WELLSTAR CENTER FOR HEALTH EQUITY, SYSTEM AND QUALITY GOVERNANCE, AND PATIENTS; 7 WITH COMMUNITY MEMBERS TO REPRESENT ONE EACH FOR EACH OF WELLSTAR'S SERVICE AREAS. 3. COMMUNITY SUMMITS - 7 COMMUNITY SUMMITS - ONE IN EACH SERVICE AREA - WITH COMMUNITY MEMBERS AND REPRESENTATIVES FROM WELLSTAR'S EXISTING AND POTENTIAL PARTNERS. THE INTERVIEWS, FOCUS GROUP DISCUSSIONS AND SUMMITS EXPLORED COMMUNITY CONTEXTS AND HEALTH NEEDS. INTERVIEWWS WERE ASKED TO 1) IDENTIFY COMMUNITY HEALTH NEEDS, 2) PROVIDE THEIR PERSPECTIVE ON WHICH COMMUNITY HEALTH NEEDS WELLSTAR SHOULD PRIORITIZE OVER THE NEXT 3 YEARS, AND 3) RECOMMEND SPECIFIC STRATEGIES TO ADDRESS THOSE NEEDS. THE WELLSTAR COMMUNITY HEALTH DEPARTMENT AND COMMUNITY HEALTH NEEDS ASSESSMENT STEERING COMMITTEE PROVIDED OVERSIGHT AND GUIDANCE TO THE CHNA TEAM BY REVIEWING AND PROVIDING FEEDBACK ON THE ASSESSMENT PROCESS AND INPUTS THROUGHOUT THE ASSESSMENT PROCESS. WELLSTAR COBB HOSPITAL, WELLSTAR KENNESTONE HOSPITAL, AND WELLSTAR WINDY HILL LEADERSHIP, INCLUDING THE REGIONAL HEALTH BOARDS, WERE ALSO ENGAGED TO INFORM THE SERVICE AREA DEFINITION, LIST COMMUNITY LEADERS FOR STAKEHOLDER INTERVIEWS, AND REVIEW FINAL COMMUNITY HEALTH NEEDS. |
| SCHEDULE H, PART V, SECTION B, LINE 6A | ORGANIZATIONS INCLUDED IN COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA): AS AN INTEGRATED HEALTH SYSTEM, WELLSTAR HEALTH SYSTEM SUBMITTED A JOINT 2025 COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA) THAT INCLUDED WELLSTAR COBB HOSPITAL, KENNESTONE HOSPITAL, AND WINDY HILL. THE 2025 CHNA FOR THE HOSPITALS (WELLSTAR COBB, KENNESTONE, AND WINDY HILL) DEFINE ITS PRIMARY SERVICE AREA AS ONE COMMUNITY. IN 2022, WELLSTAR COBB, KENNESTONE, AND WINDY HILL HOSPITALS LIKEWISE WERE INCLUDED IN A JOINT ASSESSMENT OF COMMUNITY NEED. IN 2019, THE THREE HOSPITALS WERE INCLUDED IN AN ASSESSMENT OF COMMUNITY NEED FOR TWO OTHER WELLSTAR HOSPITALS (DOUGLAS AND PAULDING HOSPITALS) SERVING RESIDENTS IN 28 ZIP CODE AREAS. THE FOOTPRINT OF THE SERVICE AREA HAS CHANGED WITH ZIP CODES 30328 (FULTON COUNTY) AND 30096 (GWINNETT COUNTY) BEING REPLACED BY 30114 (CHEROKEE COUNTY) AND 30068 (COBB COUNTY), AND THE COUNTIES INCLUDED IN THIS ASSESSMENT DECREASED FROM EIGHT TO THREE (CHEROKEE, COBB, AND FULTON). THIS CONSOLIDATION APPROACH IS SIMILAR TO THE 2015 AND 2018 CHNA REPORTS AND IMPLEMENTATION STRATEGIES BECAUSE OF WELLSTAR'S SYSTEM-WIDE DELIVERY SYSTEM OF COMMUNITY BENEFIT SERVICES. IN ADDITION, THIS ENHANCES WELLSTAR'S ABILITY TO BEST LEVERAGE ITS ECONOMIES OF SCALE AND SERVICES TO ADDRESS THE PRIORITIZED HEALTH NEEDS OF THE COMMUNITY, ESPECIALLY THE MOST VULNERABLE. FOR THE WELLSTAR HOSPITALS AND ITS COLLABORATIVE COMMUNITY PARTNERS, THE JOINT APPROACH TO ADDRESSING PRIORITY HEALTH NEEDS MAXIMIZES RESOURCES TO ENHANCE CARE ACCESS, STRENGTHENS PARTNERSHIPS FOR SHARED RESPONSIBILITY AND HELPS IMPROVE OVERALL COMMUNITY HEALTH. - THE JOINT WELLSTAR HOSPITAL CHNA REPORT MEETS THE REQUIREMENTS OF SECTION 501(R)(3). - GUIDED AT THE SYSTEM LEVEL, WELLSTAR HOSPITALS SOLICITED THE HELP OF STATE AND LOCAL HEALTH DEPARTMENTS AND KEY INFORMANTS TO ASSESS THE HEALTH NEEDS OF THE COMMUNITY AND COLLABORATED IN A FOCUS GROUP TO SOLICIT AND RECEIVE INPUT FROM RESIDENTS, INCLUDING ITS MEDICALLY UNDERSERVED, LOW-INCOME, AND MINORITY POPULATIONS. - THE 2025 CHNA REPORT DOCUMENTS THE CHNA PROCESS AND CONTAINS ALL OF THE ELEMENTS DESCRIBED IN THE IRS'S 501(R)(3) SECTION IN THE CODE OF REGULATIONS AS IT RELATES TO COMMUNITY HEALTH NEEDS ASSESSMENTS. - THE WELLSTAR HEALTH SYSTEM BOARD OF TRUSTEES ADOPTED THE JOINT CHNA AND ITS IMPLEMENTATION STRATEGY ON JUNE 5, 2025. - THE JOINT CHNA REPORT IS CLEARLY IDENTIFIED AS APPLYING TO THE HOSPITAL FACILITY. ALL OF WELLSTAR HOSPITALS ARE NOTED ON THE COVER OF THE JOINT CHNA. THE CHNA INCLUDES RELEVANT COUNTY-SPECIFIC PRIMARY AND SECONDARY DATA. - ALL OF THE COLLABORATING HOSPITAL FACILITIES AND ORGANIZATIONS INCLUDED IN THE JOINT CHNA REPORT DEFINE THEIR COMMUNITY TO BE THE SAME. BASED UPON WELLSTAR'S: - SYSTEM-BASED MODEL FOR DELIVERING MOST ALL COMMUNITY BENEFIT SERVICES AND EVALUATING ITS IMPACT (AGAIN, TO LEVERAGE THE ECONOMIES OF SCALE AND SERVICES TO DELIVER PROGRAM THAT ADDRESS THE PRIORITY NEEDS) - OVERLAPPING HOSPITAL - CATCHMENT AREAS - SIMILAR COMMUNITY HEALTH NEEDS' KEY FINDINGS AND THEMES BASED UPON INTENSIVE QUANTITATIVE AND QUALITATIVE DATA AND THE WORK OF THE WELLSTAR COMMUNITY HEALTH COLLABORATIVE TO IDENTIFY THE PRIORITY NEEDS OF THE OVERALL COMMUNITY (REPRESENTATIVES FROM WELLSTAR SERVICES LINES, HOSPITALS, DEPARTMENTS AND THE COMMUNITY STAKEHOLDERS) BASED ON THE SEVERITY OF THE NEED AND ASSETS OF WELLSTAR AND ITS COMMUNITY STAKEHOLDERS AND PARTNERS TO ADDRESS THE NEED. |
| SCHEDULE H, PART V, SECTION B, LINE 7A | WELLSTAR COBB HOSPITAL, WELLSTAR KENNESTONE HOSPITAL, AND WELLSTAR WINDY HILL SERVE THE SAME GEOGRAPHICAL COMMUNITY AND HAVE CHOSEN TO COMPLETE A JOINT CHNA AND IMPLEMENTATION STRATEGIES TO MEET 501(R) REQUIREMENTS. THE CURRENT COMMUNITY HEALTH NEEDS ASSESSMENT AND IMPLEMENTATION STRATEGY CAN BE FOUND ON THE FOLLOWING WEB ADDRESS: WWW.WELLSTAR.ORG/COMMUNITY/COMMUNITY-HEALTH-NEEDS-ASSESSMENT AND CLICKING ON "WELLSTAR COBB MEDICAL CENTER, WELLSTAR KENNESTONE REGIONAL MEDICAL CENTER, AND WELLSTAR WINDY HILL". A THREE-YEAR REVIEW CAN BE FOUND AT THE SAME ADDRESS. |
| SCHEDULE H, PART V, SECTION B, LINE 10A | WELLSTAR COBB HOSPITAL, WELLSTAR KENNESTONE HOSPITAL, AND WELLSTAR WINDY HILL SERVE THE SAME GEOGRAPHICAL COMMUNITY AND HAVE CHOSEN TO COMPLETE A JOINT CHNA AND IMPLEMENTATION STRATEGIES TO MEET 501(R) REQUIREMENTS. THE CURRENT COMMUNITY HEALTH NEEDS ASSESSMENT AND IMPLEMENTATION STRATEGY CAN BE FOUND ON THE FOLLOWING WEB ADDRESS: WWW.WELLSTAR.ORG/COMMUNITY/COMMUNITY-HEALTH-NEEDS-ASSESSMENT AND CLICKING ON "WELLSTAR COBB MEDICAL CENTER, WELLSTAR KENNESTONE REGIONAL MEDICAL CENTER, AND WELLSTAR WINDY HILL". A THREE-YEAR REVIEW AND IMPLEMENTATION STRATEGY CAN BE FOUND AT THE SAME ADDRESS. |
| SCHEDULE H, PART V, SECTION B, LINE 11 | PROGRAMS & STRATEGIES TO ADDRESS THE NEEDS OF THE COMMUNITY: WELLSTAR CONTRACTED WITH GEORGIA HEALTH POLICY CENTER (GHPC) TO COLLABORATE ON ITS 2025 CHNA TO IDENTIFY NEEDS AND RESOURCES IN ITS COMMUNITY. GHPC EXAMINED SECONDARY DATA AND CONSIDERED INPUT FROM PUBLIC HEALTH EXPERTS AND COMMUNITY LEADERS AND REPRESENTATIVES. UPON REVIEW OF THE PRIMARY AND SECONDARY DATA, WELLSTAR USED A SET OF CRITERIA, INCLUDING IMPORTANCE TO STAKEHOLDERS, RELATIVE BURDEN, CURRENT CAPACITY, EXISTING COMMUNITY HEALTH INITIATIVES, AND DISPARITIES TO IDENTIFY AND PRIORITIZE THE SIGNIFICANT HEALTH NEEDS FACING THE COMMUNITY. GHPC DOCUMENTED THEM IN A WRITTEN CHNA REPORT AND AN ACCOMPANYING IMPLEMENTATION STRATEGY. FROM THE SIGNIFICANT HEALTH NEEDS IDENTIFIED BY CHNA RESEARCH CONDUCTED, THE FOLLOWING HEALTH NEEDS WERE VALUATED AS PRIORITY FOR ALL HOSPITALS IN WELLSTAR HEALTH SYSTEM: 1. ACCESS 2. BEHAVIORAL HEALTH 3. FOOD ACCESS AND HEALTHY LIVING 4. HEALTHY AGING 5.MATERNAL AND CHILD HEALTH ADDITIONAL NEEDS IN THE WELLSTAR COBB, KENNESTONE, AND WINDY HILL HOSPITALS SERVICE AREA 7. BUILT ENVIRONMENT 8. CANCER 9. DENTAL CARE 10. HIV 11. POVERTY/JOB SECURITY WHEN COMPARED TO 2022, THE 2025 COMMUNITY HEALTH NEEDS FOR WELLSTAR COBB HOSPITAL, KENNESTONE HOSPITAL, AND WINDY HILL REFLECT RECURRING SYSTEMIC NEEDS FOR ACCESS TO HEALTH CARE AND THE IMPORTANCE OF ADDRESSING HEALTH RELATED SOCIAL NEEDS. USING THE RESEARCH-BASED "FIVE DIMENSIONS OF ACCESS" FRAMEWORK TO ORGANIZE FINDINGS ON ACCESS, GHPC SYNTHESIZED PRIMARY AND SECONDARY DATA TO DESCRIBE COMMUNITY NEED FOR HEALTHCARE TO BE AVAILABLE, ACCESSIBLE, AFFORDABLE, ACCOMODATING, AND ACCEPTABLE. THE LEADING 2022 COMMUNITY HEALTH NEEDS DID NOT CHANGE AND ARE INCLUDED IN THE NEWLY STATED 2025 COMMUNITY HEALTH NEEDS. THROUGH THE CHNA PROCESS, THE HEALTH SYSTEM PRIORITIZED AND ESTABLISHED IMPLEMENTATION STRATEGIES FOR FIVE PRIORITY AREAS. IMPLEMENTATION STRATEGIES FOR EACH NEED WERE RECOMMENDED DURING KEY STAKEHOLDER INTERVIEWS AND FOCUS GROUPS WITH SENIOR LEADERSHIP. THE STRATEGIES WERE LATER REVIEWED BY WELLSTAR'S SENIOR LEADERSHIP AND VETTED BY THE WELLSTAR BOARD OF TRUSTEES' COMMUNITY ADVOCACY AND ENGAGEMENT COMMITTEE, THE WELLSTAR BOARD OF TRUSTEES AND THE WELLSTAR CENTER FOR HEALTH EQUITY COMMITTEE, THE CONDUITS FOR SYSTEM-WIDE DELIVERY OF EQUITY CENTRIC IMPROVEMENT SERVICES AND EDUCATION. IMPLEMENTATION STRATEGIES WERE ALSO INFORMED BY COMMUNITY MEMBERS WHO ATTENDED A COMMUNITY SUMMIT. DURING THE SUMMIT, GHPC GUIDED ATTENDEES THROUGH A HEALTH NEEDS PRIORITATIZATION PROCESS, AND USED GROUP EXERCISES TO SOLICIT INSIGHTS ON STRATEGIES AND PARTNERS WELLSTAR SHOULD ADOPT TO ADDRESS PRIORITIZED HEALTH NEEDS. ACTION AREAS FOR IMPLEMENTATION TO IMPROVE COMMUNITY HEALTH ARE INFLUENCED BY THE FULL SPECTRUM OF THE PUBLIC HEALTH SYSTEM, IN WHICH WELLSTAR COBB HOSPITAL, KENNESTONE HOSPITAL, AND WINDY HILL PLAY A VITAL ROLE. EACH ACTION AREA IS FACILITATED UNDER WELLSTAR'S CENTER FOR HEALTH EQUITY. WELLSTAR CENTER FOR HEALTH EQUITY: THE PURPOSE OF THE WELLSTAR CENTER FOR HEALTH EQUITY IS TO ACCELERATE OUR STRATEGIC EFFORTS TO ADDRESS THE PRIORITY HEALTH NEEDS OF THE COMMUNITIES WE SERVE. OUR APPROACH INCLUDES COMMUNITY ENGAGEMENT, STRATEGIC PARTNERSHIPS, INTERNAL TRANSFORMATION, CAPACITY BUILDING, AND HEALTH POLICY AND SYSTEM ADVOCACY. THE FIVE STRATEGIC DOMAINS FOR THE CENTER FOR HEALTH EQUITY BASED ON INSIGHTS FROM THE 2025 CHNA ARE AS FOLLOWS: 1. ACCESS 2. BEHAVIORAL HEALTH 3. FOOD ACCCESS AND HEALTHY LIVING 4. HEALTHY AGING 5. MATERNAL AND CHILD HEALTH 6. WELLSTAR CENTER FOR HEALTH EQUITY COMMITTEE: WELLSTAR CENTER FOR HEALTH EQUITY COMMITTEE (WCHEC) IS A CROSS-FUNCTIONAL COMMITTEE THAT REPRESENTS MULTIPLE FACETS OF WELLSTAR HEALTH SYSTEM. - IN RESPONSE TO CHNA FINDINGS AND THE DIVERSITY OF WELLSTAR COMMUNITIES, WCHEC WAS EXPANDED TO INCREASE WELLSTAR'S CAPACITY TO SUPPORT THE CENTER FOR HEALTH EQUITY'S STRATEGIES. - BY ENGAGING A MORE DIVERSE SELECTION OF WELLSTAR LEADERSHIP AND SUBJECT MATTER EXPERTS, THE CENTER'S PRIORITIES AND INITIATIVES CAN BEST REFLECT THE CAPACITY OF THE ORGANIZATION TO IMPACT AND MEET THE COMMUNITY'S NEEDS. - THIS EXPANSION ALSO HELPS THE CENTER INCREASE COORDINATION OF EFFORTS, LEVERAGE PARTNERSHIPS AND MAXIMIZE EFFICIENCY AND STRATEGIC ALIGNMENT, WITHIN AND ACROSS WELLSTAR HEALTH SYSTEM. - THIS IS DONE BY WCHEC MEMBERS GUIDING AND INFORMING THE STRATEGIC PLANNING AND IMPLEMENTATION PROCESS FOR GREATER INSTITUTIONAL ALIGNMENT AND IMPACT. THE FOLLOWING DESCRIBES SELECTED STRATEGIES FOR ADDRESSING COMMUNITY NEEDS. WELLSTAR COBB HOSPITAL, KENNESTONE HOSPITAL, AND WINDY HILL HAVE CHOSEN NOT TO DEVELOP A STRATEGY TARGETING POVERTY IN THE COMMUNITIES THEY SERVE BECAUSE THERE ARE MANY CAPABLE COMMUNITY-BASED ORGANIZATIONS AND SOCIAL SERVICE AGENCIES MEETING THE NEEDS OF RESIDENTS EXPERIENCING POVERTY. THE HOSPITALS WILL ADDRESS POVERTY THROUGH MANY OF THE STRATEGIES THEY IMPLEMENT TO ADDRESS EACH OF THE SELECTED PRIORITIES, AND THEY WILL CONTINUE TO PARTNER WITH ORGANIZATIONS AND AGENCIES SERVING RESIDENTS EXPERIENCING POVERTY. 1. ACCESS - CONTEXT: ACCORDING TO COMMUNITY LEADERS, THERE ARE MANY REASONS FOR POOR ACCESS TO APPROPRIATE HEALTHCARE, INCLUDING LACK OF AFFORDABLE INSURANCE, LACK OF SERVICE PROVIDERS, PROVIDER BURNOUT, LACK OF TRUST, AND LACK OF RELIABLE PUBLIC TRANSPORTATION. ACCESS TO COMPREHENSIVE, QUALITY, CULTURALLY COMPETENT HEALTH CARE SERVICES IS IMPORTANT FOR PROMOTING AND MAINTAINING HEALTH, PREVENTING AND MANAGING DISEASE, REDUCING UNNECESSARY DISABILITY AND PREMATURE DEATH, AND ACHIEVING HEALTH EQUITY. -EXAMPLE WELLSTAR INTERVENTIONS: -COMMUNITY CLINIC NETWORK: WELLSTAR SUPPORTS CARE LINKAGES FOR COMMUNITY RESIDENTS WITH LIMITED HEALTH CARE ACCESS BY MAINTAINING AND CREATING FORMALIZED RELATIONSHIPS WITH COMMUNITY SAFETY-NET CLINICS AND GRADUATE MEDICAL EDUCATION (GME) CLINICS THAT PROVIDE SUBSIDIZED CARE. -CONGREGATIONAL HEALTH NETWORK: WELLSTAR CONGREGATIONAL HEALTH NETWORK SERVES AS A BRIDGE BETWEEN OUR HEALTHCARE SYSTEM AND FAITH COMMUNITIES. COORDINATED BY A FULL-TIME REGISTERED NURSE WHO SPECIALIZES IN FAITH COMMUNITY NURSING, WELLSTAR'S PROGRAM IS DESIGNED TO ASSIST CONGREGATIONS OF ALL FAITHS TO DEVELOP OR SUPPORT VOLUNTEER OR PAID HEALTH MINISTRIES. WITH MORE THAN 100 CONGREGATIONS AND 1,500 SPIRITUAL CARE PARTNERS, CHN SERVES AS A KEY TO WELLSTAR'S SUCCESSFUL IMPLEMENTATION OF EQUITY-CENTERED PROGRAMS. THROUGH THIS NETWORK, WELLSTAR CAN DIFFUSE INFORMATION, IMPLEMENT PROGRAMS AT TRUSTED NEIGHBORHOOD-BASED SITES AND STRENGTHEN THE ORGANIZATIONS TO PROVIDE WHOLE-PERSON SUPPORT. THE CONGREGATIONAL HEALTH NETWORK'S PASSPORT TO HEALTH PROGRAM EMPOWERS PARTICIPANTS TO OWN THEIR HEALTH CARE WHILE PARTNERING WITH PRACTITIONERS AND COMMUNITY HEALTH WORKERS DURING THEIR JOURNEY OF LEARNING ABOUT HEART AND CARDIAC WELLNESS, WOMEN'S HEALTH, COLORECTAL CANCER SCREENING TOOL KITS, SIGNS OF STROKE, NUTRITIOUS EATING, EXERCISE AND ACTIVE LIVING TIPS, AND MENTAL HEALTH AWARENESS. -COMMUNITY TRANSFORMATION PROGRAM: INCREASING ACCESS TO CARE AND SOCIAL SUPPORT THROUGH TECHNOLOGY; WELLSTAR COMMUNITY HEALTH AND CENTER FOR HEALTH EQUITY FUNDS NON-PROFIT COMMUNITY-BASED PARTNERS TO LEVERAGE TECHNOLOGY TO PRODUCE LONG-TERM, SUSTAINABLE CHANGES IN COMMUNITIES WE SERVE. INITIATIVES ARE TAILORED TO A COMMUNITY NEED AND IN ALIGNMENT WITH EACH PARTNER'S MISSION. AT THE END OF 12 MONTHS, PARTNERS ARE EXPECTED TO DEMONSTRATE IMPROVEMENTS IN: - ACCESS TO HEALTH CARE SO THAT RESIDENTS RECEIVE TIMELY, HIGH-QUALITY, AND CULTURALLY-APPROPRIATE MEDICAL CARE WHEN THEY NEED IT; OR, - ACCESS TO SOCIAL DETERMINANTS OF HEALTH SUPPORT SERVICES SO THAT RESIDENTS RECEIVE TIMELY, HIGH-QUALITY FOOD, EMPLOYMENT, HOUSING, TRANSPORTATION, EDUCATION, AND LEGAL RESOURCES TO IMPROVE DAILY LIVING WHEN THEY NEED IT. -COLORECTAL CANCER SCREENING: WELLSTAR COMMUNITY HEALTH AND CENTER FOR HEALTH EQUITY DISTRIBUTES HOME COLORECTAL CANCER SCREENING KITS TO AT-RISK COMMUNITY RESIDENTS THROUGH FAITH COMMUNITIES WITHIN THE WELLSTAR CONGREGATIONAL HEALTH NETWORK. RESIDENTS ARE CONNECTED TO FOLLOW-UP RESOURCES IF THEY DO NOT HAVE A HEALTH CARE PROVIDER OR LACK INSURANCE. -MAMMOGRAPHY VOUCHER DISTRIBUTION: PARTNERSHIP WITH THE WELLSTAR FOUNDATION'S TEAM MEMBER GIVING CAMPAIGN AND THE NATIONAL BREAST CANCER FOUNDATION PROVIDES FREE MAMMOGRAMS FOR UNDERSERVED WOMEN WITH A FOCUS ON OUTREACH TO AFRICAN AMERICAN AND HISPANIC WOMEN. -PROSTATE CANCER SCREENING: TO INCREASE ACCESS TO SCREENING AND EDUCATION RESOURCES IN MEDICALLY UNDERSERVED COMMUNITIES, WELLSTAR COMMUNITY HEALTH PARTNERS WITH WELLSTAR UROLOGY, WELLSTAR LABORATORY OUTREACH SERVICES, AND FAITH COMMUNITIES WITHIN THE WELLSTAR CONGREGATIONAL HEALTH NETWORK TO OFFER FREE PROSTATE CANCER SCREENING IN HIGH-RISK ZIP CODES. 2. BEHAVIORAL HEALTH -CONTEXT: BEHAVIORAL HEALTH ENCOMPASSES ISSUES RELATED TO MENTAL HEALTH (EMOTIONAL AND PSYCHOLOGICAL WELLBEING), BEHAVIORAL HEALTH (A STATE OF MENTAL, EMOTIONAL, AND SOCIAL WELL-BEING OR BEHAVIORS THAT AFFECT WELLNESS), AND COGNITIVE HEALTH |
| SCHEDULE H, PART V, SECTION B, LINE 13B | FAP ELIGIBILITY CRITERIA - INCOME LEVEL OTHER THAN FPG: THE HOSPITAL ABIDES BY THE FINANCIAL ASSISTANCE REQUIREMENTS UNDER IRC 501(R)(5). IRC 501(R)(5) REQUIRES HEALTH CARE FACILITIES TO LIMIT THE AMOUNTS CHARGED FOR EMERGENCY AND OTHER MEDICALLY NECESSARY CARE THAT IS PROVIDED TO INDIVIDUALS ELIGIBLE FOR ASSISTANCE UNDER THE HEALTH CARE FACILITIES FINANCIAL ASSISTANCE POLICY TO NOT MORE THAN THE AMOUNTS GENERALLY BILLED TO INDIVIDUALS WHO HAVE INSURANCE. THE HOSPITAL EXTENDS ITS SLIDING SCALE FOR FINANCIAL ASSISTANCE POLICY (FAP) ELIGIBILITY WELL BEYOND THE MINIMUM GOVERNMENT LEVELS TO 300% OF FPG. WELLSTAR HAS CHOSEN TO USE THE AVERAGE OF THE THREE BEST NEGOTIATED COMMERCIAL RATES AS THE TRIGGER TO NOT EXCEED IN THE APPLICATION OF THE DISCOUNTS/AMOUNTS CHARGED TO PATIENTS, ON OUR SLIDING SCALE. |
| SCHEDULE H, PART V, SECTION B, LINE 13H | FAP ELIGIBILITY CRITERIA - OTHER CRITERIA: OTHER SPECIAL CIRCUMSTANCES MAY QUALIFY A PATIENT FOR FULL INDIGENT OR SLIDING SCALE CHARITY BENEFITS. SPECIAL CIRCUMSTANCES MAY INCLUDE BUT NOT LIMITED TO: - PATIENT DECEASED, WITH VERIFICATION THAT THERE IS NO ESTATE. - UNABLE TO CONTACT PATIENT BUT PROPENSITY TO PAY SOFTWARE RETURNS A LOW ABILITY/LOW PROPENSITY DESIGNATION. |
| SCHEDULE H, PART V, SECTION B, LINE 15E | METHOD FOR APPLYING FOR FINANCIAL ASSISTANCE: IN ORDER TO QUALIFY FOR FINANCIAL ASSISTANCE, COOPERATION WITH WELLSTAR HEALTH SYSTEM HOSPITAL FINANCIAL ASSISTANCE STAFF IS NECESSARY IN IDENTIFYING AND DETERMINING ALTERNATIVE SOURCES OF PAYMENT OR COVERAGE FROM PUBLIC AND PRIVATE PAYMENT PROGRAMS. IN PARTICULAR, ALL APPLICANTS FILING A FAP APPLICATION FOR FINANCIAL ASSISTANCE MUST PROVIDE PROOF OF HOUSEHOLD INCOME AND HOUSEHOLD ASSETS BY PROVIDING ANY OR ALL OF THE FOLLOWING THAT ARE APPLICABLE: - PROVIDE THREE (3) MONTHS OF THE MOST RECENT PAYCHECK STUBS OR A STATEMENT FROM EMPLOYER VERIFYING GROSS WAGES - IRS W-2 ISSUED DURING THE PAST YEAR - MOST RECENT IRS FORM 1040 - MOST RECENT TWO (2) MONTHS OF BANK STATEMENTS FOR EACH CHECKING, SAVINGS, MONEY MARKET OR OTHER BANK OR INVESTMENT ACCOUNT - WRITTEN STATEMENTS FOR THE MOST RECENT TWO (2) MONTHS FOR ALL OTHER INCOME (E.G., UNEMPLOYMENT COMPENSATION, DISABILITY, RETIREMENT, STUDENT LOANS, AWARD LETTER FROM SOCIAL SECURITY OFFICE, CURRENT PROFIT AND LOSS REPORT FOR ALL SELF-EMPLOYED APPLICANTS, ALIMONY DOCUMENTATION, CHILD SUPPORT DOCUMENTATION, ETC.) - UNEMPLOYMENT COMPENSATION DENIAL LETTER - DOCUMENTATION OF ASSET VALUES, INCLUDING, WITHOUT LIMITATION, PROPERTY TAX STATEMENTS, CERTIFICATES OF DEPOSIT, 401K, 403B, IRA AND OTHER INVESTMENT STATEMENTS - CONTRIBUTION STATEMENTS FROM INDIVIDUALS WHO CONTRIBUTE INCOME OR IN-KIND ASSISTANCE TO THE PATIENT. FINANCIAL ASSISTANCE POLICY ELIGIBILITY WILL BE DETERMINED BASED ON A THOROUGH REVIEW OF THE SUBMITTED INFORMATION. |
| SCHEDULE H, PART V, SECTION B, LINE 16A | THE WELLSTAR HEALTH SYSTEM COMMUNITY FINANCIAL ASSISTANCE POLICY CAN BE FOUND ON ITS WEBSITE: HTTPS://WWW.WELLSTAR.ORG/FINANCIAL-POLICY-AND-PRIVACY-INFO/FINANCIAL-ASSIS TANCE-PROGRAM-POLICY |
| SCHEDULE H, PART V, SECTION B, LINE 16B | THE WELLSTAR HEALTH SYSTEM FINANCIAL ASSISTANCE APPLICATION CAN BE FOUND ON ITS WEBSITE: HTTPS://WWW.WELLSTAR.ORG/FINANCIAL-POLICY-AND-PRIVACY-INFO/FINANCIAL-ASSIS TANCE-PROGRAM-POLICY AND CLICKING "APPLICATION" IN THE RIGHT NAVIGATION BOX TITLED "RESOURCES'. A WINDOW WILL APPEAR CONTAINING THE HOSPITAL FINANCIAL ASSISTANCE PROGRAM APPLICATION IN ITS ENTIRETY. |
| SCHEDULE H, PART V, SECTION B, LINE 16C | THE PLAIN LANGUAGE SUMMARY OF THE WELLSTAR HEALTH SYSTEM FINANCIAL ASSISTANCE APPLICATION CAN BE FOUND ON ITS WEBSITE: HTTPS://WWW.WELLSTAR.ORG/FINANCIAL-POLICY-AND-PRIVACY-INFO/FINANCIAL-ASSIS TANCE-PROGRAM-POLICY |
| SCHEDULE H, PART V, SECTION B, LINE 16J | PUBLICATION OF THE FINANCIAL ASSISTANCE POLICY (FAP): IN ADDITION TO THE OTHER METHODS OF POSTING THE FINANCIAL ASSISTANCE POLICY, THE HOSPITAL MAKES AVAILABLE FOR PATIENTS IN ADMISSIONS AND OUTPATIENT REGISTRATION AREAS A PROMINENTLY DISPLAYED SIGN STATING FINANCIAL ASSISTANCE IS AVAILABLE AND A BROCHURE INCLUDING FREQUENTLY ASKED QUESTIONS. |
| SCHEDULE H, PART V, SECTION B, LINE 20E | ADDITIONAL EFFORTS MADE BEFORE COLLECTIONS ACTION INITIATED: THE HOSPITAL FACILITY ALSO NOTIFIED INDIVIDUALS OF THE FINANCIAL ASSISTANCE POLICY ONLINE AT: HTTPS://WWW.WELLSTAR.ORG/FINANCIAL-POLICY-AND-PRIVACY-INFO/FINANCIAL- ASSISTANCE-PROGRAM-POLICY FURTHERMORE, THE HOSPITAL FACILITY UTILIZES A PROPENSITY TO PAY SOFTWARE. INDIVIDUALS WITH A LOW ABILITY/LOW PROPENSITY DESIGNATION MAY QUALIFY FOR FULL INDIGENT OR SLIDING SCALE CHARITY BENEFITS. |
Supplemental Information Detail SupplementalInformationDetail (11 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| SCHEDULE H, PART I, LINE 6A | PUBLICATION OF COMMUNITY BENEFIT REPORT: COBB HOSPITAL, INC. IS AN AFFILIATE OF WELLSTAR HEALTH SYSTEM, INC. WHICH ON AN ANNUAL BASIS ISSUES A COMMUNITY REPORT. THIS REPORT IS SUBSEQUENTLY DISTRIBUTED IN AND AROUND THE PRIMARY SERVICE AREA OF THE HEALTH SYSTEM. ON AN ANNUAL BASIS THE HOSPITAL REPORTS ITS COMMUNITY HEALTH BENEFITS REPORT TO THE GEORGIA HOSPITAL ASSOCIATION (GHA). GHA AGGREGATES THE HOSPITAL SPECIFIC REPORTS INTO A STATEWIDE COMMUNITY HEALTH BENEFIT REPORT. THE STATE OF GEORGIA ALSO REQUIRES HOSPITALS TO FILE THE HOSPITAL FINANCIAL SURVEY AND THE INDIGENT CARE TRUST FUND SURVEY SO THAT IT CAN COLLECT INFORMATION ON HOSPITAL FINANCIAL CLASS CATEGORIES AND ALSO TO DETERMINE THE AMOUNT OF UNCOMPENSATED CARE BY HOSPITAL. |
| SCHEDULE H, PART I, LINE 7 | COST TO CHARGE RATIO: FOR PURPOSES OF THE IRS FORM 990, SCHEDULE H, WELLSTAR HEALTH SYSTEM AND AFFILIATES (INCLUDING COBB HOSPITAL) HAVE ESTIMATED THE CURRENT YEAR COST TO CHARGE RATIO FOR EACH HOSPITAL AS IT IS REPORTED IN THE ANNUAL COMMUNITY BENEFIT REPORT AND AS IT WILL BE REPORTED IN THE STATE'S ANNUAL HOSPITAL FINANCIAL SURVEY. |
| SCHEDULE H, PART III, SECTION A, LINE 2 | METHODOLOGY USED TO ESTIMATE BAD DEBT: THE REPORTED BAD DEBT CHARGES IS DERIVED FROM THE UNPAID BALANCES OF PATIENT ACCOUNTS THAT ARE DEEMED UNCOLLECTIBLE AFTER 120 DAYS OF COLLECTION EFFORT BY THE HOSPITAL'S PATIENT FINANCIAL SERVICES STAFF. THE UNPAID PATIENT ACCOUNTS ARE THEN SENT TO COLLECTION AGENCIES AND ANY COLLECTED AMOUNT IS DEEMED AS BAD DEBT RECOVERY. THE SOURCE OF THIS DATA IS THE HOSPITAL'S DETAILED FINANCIAL TRIAL BALANCE. THE NET REPORTED BAD DEBT CHARGES ARE THEN MULTIPLIED BY THE HOSPITAL FINANCIAL SURVEY CALCULATED COST TO CHARGE RATIO TO ARRIVE AT THE ESTIMATED BAD DEBT EXPENSE. |
| SCHEDULE H, PART III, SECTION B, LINE 8 | MEDICARE SHORTFALLS: COBB HOSPITAL IS A PROVIDER OF INPATIENT AND OUTPATIENT SERVICES TO MEDICARE PROGRAM BENEFICIARIES AT DETERMINED RATES. WITHOUT THE PARTICIPATION IN THE MEDICARE PROGRAM THESE PATIENTS MAY NOT HAVE HAD CONVENIENT ACCESS TO THOSE SERVICES. THE MEDICARE SHORTFALL ON SCHEDULE H, PART III, SECTION B, LINE 7 REPRESENTS THE UNCOMPENSATED DIFFERENCE BETWEEN THE EXPECTED REIMBURSEMENT AND THE MEDICARE CHARGES FOR THOSE SERVICES STATED AT COST. WE DETERMINE A COST TO CHARGE RATIO FOR MEDICARE PATIENTS AS PART OF THE ANNUAL FILING OF THE MEDICARE COST REPORT. |
| SCHEDULE H, PART III, SECTION C, LINE 9B | COLLECTION PRACTICES: THE POLICY WRITTEN FOR COLLECTION PRACTICES THAT APPLIES TO ALL WELLSTAR HEALTH SYSTEM ENTITIES INCORPORATES GUIDELINES FOR PERSONNEL IN THE ADMISSIONS AND PATIENT ACCESS AREAS TO BE TRAINED IN IDENTIFYING PATIENTS THAT MIGHT QUALIFY FOR FINANCIAL ASSISTANCE. IT IS ALSO THE POLICY OF ALL WELLSTAR FACILITIES TO HAVE AT LEAST ONE EMPLOYEE OR CONTRACTOR AVAILABLE AT ALL TIMES, ESPECIALLY IN THE HOSPITALS WITH EMERGENCY ROOMS, WHO CAN PROVIDE ASSISTANCE WITH THE PAPERWORK NECESSARY TO HELP PATIENTS WHO WOULD QUALIFY FOR GOVERNMENTAL AND OTHER ASSISTANCE PROGRAMS. |
| SCHEDULE H, PART VI, LINE 2 | NEEDS ASSESSMENT: TO ASSESS THE CURRENT HEALTH AND WELL-BEING OF THE COMMUNITY SERVED, WELLSTAR HEALTH SYSTEM, INC. CONDUCTED A JOINT COMMUNITY HEALTH NEEDS ASSESSMENT(CHNA). THE 2025 JOINT COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA) INCLUDED WELLSTAR COBB HOSPITAL, KENNESTONE HOSPITAL, AND WINDY HILL. THE CHNA WAS A COLLABORATIVE EFFORT INVOLVING WELLSTAR EXECUTIVE LEADERSHIP, HOSPITAL LEADERSHIP, PUBLIC HEALTH AGENCIES, AND A MULTI-SECTOR COALITION OF COMMUNITY STAKEHOLDERS. INPUT FROM COMMUNITY REPRESENTATIVES & COMMUNITY SOURCES: THE SECONDARY DATA WAS COMPILED FROM A VARIETY OF SOURCES THAT ARE RELIABLE AND REPRESENTATIVE OF THE COMMUNITY SERVED BY WELLSTAR COBB, KENNESTONE, AND WINDY HILL HOSPITALS. DATA SOURCES INCLUDE, BUT ARE NOT LIMITED TO: - U.S. BUREAU OF LABOR STATISTICS - GEORGIA BUREAU OF INVESTIGATION - GEORGIA DEPARTMENT OF PUBLIC HEALTH'S ONLINE ANALYTICAL STATISTICAL INFORMATION SYSTEM (OASIS) - GEORGIA UNITED FOR ASSET LIMITED, INCOME - CONSTRAINED, EMPLOYED (ALICE) - GEORGIA RURAL HEALTH INNOVATION CENTER'S GEORGIA HEALTH DATA HUB - HEALTH RESOURCES SERVICES ADMINISTRATION'S HEALTH PROFESSIONAL SHORTAGE AREAS DATABASE - BEHAVIOR RISK FACTOR SURVEILLANCE SYSTEM (BRFSS) - GEORGIA PREGNANCY RISK ASSESSMENT MONITORING SYSTEM (PRAMS) - U.S. CENSUS BUREAU'S AMERICAN COMMUNITY SURVEY 1. 22 INTERVIEWS WERE CONDUCTED WITH REPRESENTATIVES FROM NON-GOVERNMENTAL ORGANIZATIONS, STATE AGENCIES, AND ACADEMIC INSTITUTIONS. 2. FOCUS GROUPS WITH RESIDENTS AND WELLSTAR HEALTH SYSTEM TEAM MEMBERS - 16 TOTAL FOCUS GROUP DISCUSSIONS WERE CONDUCTED: 9 WITH WELLSTAR HEALTH SYSTEM TEAM MEMBERS INCLUDING SERVICE LINE LEADERS, HOSPITAL PRESIDENTS, AND REPRESENTATIVES FROM COMMUNITY HEALTH PROGRAMS, THE WELLSTAR CENTER FOR HEALTH EQUITY, SYSTEM AND QUALITY GOVERNANCE, AND PATIENTS; 7 WITH COMMUNITY MEMBERS TO REPRESENT ONE EACH FOR EACH OF WELLSTAR'S SERVICE AREAS. 3. COMMUNITY SUMMITS - 7 COMMUNITY SUMMITS - ONE IN EACH SERVICE AREA - WITH COMMUNITY MEMBERS AND REPRESENTATIVES FROM WELLSTAR'S EXISTING AND POTENTIAL PARTNERS. THE INTERVIEWS, FOCUS GROUP DISCUSSIONS AND SUMMITS EXPLORED COMMUNITY CONTEXTS AND HEALTH NEEDS. INTERVIEWS WERE ASKED TO 1) IDENTIFY COMMUNITY HEALTH NEEDS, 2) PROVIDE THEIR PERSPECTIVE ON WHICH COMMUNITY HEALTH NEEDS WELLSTAR SHOULD PRIORITIZE OVER THE NEXT 3 YEARS, AND 3) RECOMMEND SPECIFIC STRATEGIES TO ADDRESS THOSE NEEDS. THE WELLSTAR COMMUNITY HEALTH DEPARTMENT AND COMMUNITY HEALTH NEEDS ASSESSMENT STEERING COMMITTEE PROVIDED OVERSIGHT AND GUIDANCE TO THE CHNA TEAM BY REVIEWING AND PROVIDING FEEDBACK ON THE ASSESSMENT PROCESS AND INPUTS THROUGHOUT THE ASSESSMENT PROCESS. WELLSTAR COBB HOSPITAL, WELLSTAR KENNESTONE HOSPITAL AND WELLSTAR WINDY HILL LEADERSHIP, INCLUDING THE REGIONAL HEALTH BOARDS, WERE ALSO ENGAGED TO INFORM THE SERVICE AREA DEFINITION, LIST COMMUNITY LEADERS FOR STAKEHOLDER INTERVIEWS, AND REVIEW FINAL COMMUNITY HEALTH NEEDS. |
| SCHEDULE H, PART VI, LINE 3 | PATIENT EDUCATION OF ELIGIBILITY FOR ASSISTANCE: THE HOSPITAL PROVIDES NOTICE OF THE AVAILABILITY OF COMMUNITY FINANCIAL ASSISTANCE THROUGH THE FINANCIAL ASSISTANCE POLICY (FAP) VIA: - SIGNAGE - PATIENT BROCHURE - BILLING STATEMENT - COLLECTION ACTION LETTER - ONLINE AT: HTTPS://WWW.WELLSTAR.ORG/FINANCIAL-POLICY-AND-PRIVACY-INFO/FINANCIAL-ASSIS TANCE-PROGRAM-POLICY WELLSTAR COBB HOSPITAL PROVIDES ITS PATIENTS WITH HOSPITAL PERSONNEL OR CONTRACTED PERSONNEL WHO ARE TRAINED IN ALL ASPECTS OF GOVERNMENTAL PROGRAMS, PAYMENTS PLANS, CHARITY DISCOUNTS, AND OTHER FINANCIAL ASSISTANCE OFFERED TO ASSIST THEM IN THEIR HOSPITAL BILLS. IF THE PATIENT IS ELIGIBLE FOR FEDERAL OR STATE ASSISTANCE PROGRAMS, A STAFF MEMBER IS KNOWLEDGEABLE IN THE STEPS NECESSARY TO QUALIFY THOSE INDIVIDUALS. IF A PATIENT IS INDIGENT OR CHARITY ELIGIBLE THEY WILL BE OFFERED ASSISTANCE THROUGH THE HOSPITAL'S CHARITY AND INDIGENT CARE POLICY INCLUDING THE STATE'S INDIGENT CARE TRUST FUND. IF THE PATIENT HAS NO OTHER INSURANCE AND FAILS TO QUALIFY FOR INDIGENT CARE ASSISTANCE, THE FINANCIAL COUNSELOR CAN THEN OFFER THE PATIENT AN OPPORTUNITY TO ACCEPT A PAYMENT PLAN WITH DISCOUNTED PAYMENT OPTIONS BASED ON THEIR ABILITY TO PAY IMMEDIATELY OR OVER TIME. ALL PATIENTS ARE AFFORDED THESE OPPORTUNITIES. |
| SCHEDULE H, PART VI, LINE 4 | COMMUNITY INFORMATION: WELLSTAR COBB HOSPITAL, WELLSTAR KENNESTONE HOSPITAL, AND WELLSTAR WINDY HILL ARE IN MARIETTA AND AUSTELL, GEORGIA IN COBB COUNTY APPROXIMATELY 20 MILES NORTHWEST OF ATLANTA. THE THREE HOSPITALS ARE ALL WITHIN A 15-MILE RADIUS. FOR THE PURPOSES OF THIS CHNA, THE PRIMARY SERVICE AREA FOR THE HOSPITALS IS DEFINED AS THE 40 ZIP CODES FROM WHICH 75 PERCENT OF DISCHARGED INPATIENTS ORIGINATED DURING THE PREVIOUS YEAR. SPECIFIC COUNTIES WERE SELECTED IF THE ZIP CODES INCLUDED MORE THAN 30 PERCENT OF THE COUNTY POPULATION. BARTOW, CHEROKEE, COBB, DOUGLAS, AND PAULDING COUNTIES MET THE CRITERIA FOR INCLUSION. THE CHNA CONSIDERS THE POPULATION OF RESIDENTS LIVING IN THE 40 RESIDENTIAL ZIP CODE AREA REGARDLESS OF THE USE OF SERVICES PROVIDED BY WELLSTAR OR ANY OTHER PROVIDER. MORE SPECIFICALLY, THIS ASSESSMENT FOCUSES ON RESIDENTS IN THE SERVICE AREA WHO ARE MEDICALLY UNDER-RESOURCED OR AT RISK OF POOR HEALTH OUTCOMES. THE ZIP CODES ARE AS FOLLOWS: 30008, 30060, 30062, 30064, 30066, 30067, 30068, 30069, 30080, 30082, 30101, 30102, 30103, 30106, 30107, 30114, 30115, 30120, 30121, 30122, 30126, 30127, 30132, 30134, 30135, 30137, 30141, 30144, 30145, 30152, 30153, 30157, 30168, 30171, 30178, 30183, 30184, 30187, 30188, and 30189. COBB COUNTY HAD THE LARGEST POPULATION IN THE SERVICE AREA WITH 771,952 RESIDENTS, WHILE BARTOW COUNTY HAD THE SMALLEST WITH 112,816 RESIDENTS. DOUGLAS AND PAULDING COUNTIES HAD A YOUNGER POPULATION COMPARED TO THE REST OF THE SERVICE AREA AND STATE AND NATIONAL AVERAGES, WITH LOWER MEDIAN AGES (36.7 AND 36.6 YEARS RESPECTIVELY). ACROSS THE SERVICE AREA AND STATE, ABOUT A QUARTER OF RESIDENTS WERE UNDER 18 YEARS OF AGE. THE AGE DISTRIBUTIONS IN BARTOW AND CHEROKEE COUNTIES ALSO REFLECT STATE AND NATIONAL TRENDS, WHERE THE NEXT LARGEST PERCENTAGE OF THE POPULATION WERE ADULTS AGED 65 AND OVER (14.2% IN BARTOW AND 15.0% IN CHEROKEE). THIS IS INDICATIVE OF AN ADULT POPULATION FACING THE DUAL RESPONSIBILITIES OF CARING FOR BOTH CHILDREN AND AGING ADULTS AT THE SAME TIME. TOTAL POPULATION (2022): - BARTOW: 112,816 - CHEROKEE: 281,278 - COBB: 771,952 - DOUGLAS: 147,316 - PAULDING: 178,421 MEDIAN HOUSEHOLD INCOME (2018-22): - BARTOW: $74,812 - CHEROKEE: $100,824 - COBB: $94,244 - DOUGLAS: $76,930 - PAULDING: $89,237 MEDIAN AGE (2018-2022): - BARTOW: 38.2 - CHEROKEE: 39.7 - COBB: 37.2 - DOUGLAS: 36.7 - PAULDING: 36.6 RACE/ETHNIC DISTRIBUTION (2018-2022): - BARTOW: BLACK: 10.9% ASIAN: 1.1% HISPANIC: 9.6% NON-HISPANIC WHITE: 79.9% LIMITED ENGLISH: 3.5% - CHEROKEE: BLACK: 7.1% ASIAN: 2.0% HISPANIC: 11.2% NON-HISPANIC WHITE: 80.8% LIMITED ENGLISH: 5.3% - COBB: BLACK: 27.5% ASIAN: 5.6% HISPANIC: 13.5% NON-HISPANIC WHITE: 52.8% LIMITED ENGLISH 7.2% - DOUGLAS: BLACK: 48.9% ASIAN: 1.9% HISPANIC: 10.7% NON-HISPANIC WHITE: 39.4% LIMITED ENGLISH 4.7% - PAULDING: BLACK: 21.0% ASIAN: 1.1% HISPANIC: 7.6% NON-HISPANIC WHITE: 68.9% LIMITED ENGLISH: 2.3% |
| SCHEDULE H, PART VI, LINE 5 | WELLSTAR COBB HOSPITAL (AN AFFILIATE OF WELLSTAR HEALTH SYSTEM, INC.) OPERATES AS A CHARITABLE ORGANIZATION CONSISTENT WITH THE REQUIREMENTS OF INTERNAL REVENUE CODE SECTION 501(C)(3) AND THE "COMMUNITY BENEFIT STANDARD" OF IRS RULING 69-545. IN THIS REGARD, THE GOVERNING BODY OF THE ORGANIZATION AND/OR ITS PARENT IS COMPOSED OF PROMINENT CITIZENS IN THE COMMUNITY; MEDICAL STAFF PRIVILEGES IN THE HOSPITAL ARE AVAILABLE TO ALL QUALIFIED PHYSICIANS IN THE AREA CONSISTENT WITH THE SIZE AND NATURE OF THE FACILITY; COBB HOSPITAL OPERATES A FULL-TIME EMERGENCY ROOM OPEN TO ALL REGARDLESS OF ABILITY TO PAY; COBB HOSPITAL PROVIDES CARE TO THE NEEDY MEMBERS OF THE COMMUNITY CONSISTENT WITH ITS CHARITY CARE POLICY. THE HOSPITAL'S EXCESS FUNDS ARE GENERALLY APPLIED TO EXPANSION AND REPLACEMENT OF EXISTING FACILITIES AND EQUIPMENT, AMORTIZATION OF INDEBTEDNESS, IMPROVEMENT OF PATIENT CARE, COMMUNITY BENEFIT ACTIVITIES INCLUDING HEALTH EDUCATION, PREVENTIVE SCREENINGS AND HEALTH FAIRS, RESEARCH, SUBSIDIZED HEALTH SERVICES, AND CHARITY CARE. COBB HOSPITAL, INC. COMMITTED APPROXIMATELY $38.5 MILLION IN CAPITAL EXPENDITURES FOR THE YEAR TO MEET THOSE NEEDS. |
| SCHEDULE H, PART VI, LINE 6 | AFFILIATED HEALTH CARE SYSTEM: WELLSTAR HEALTH SYSTEM, THE LARGEST HEALTH SYSTEM IN GEORGIA, IS NATIONALLY RECOGNIZED FOR OUR INCLUSIVE CULTURE, EXCEPTIONAL DOCTORS AND TEAM MEMBERS, AND PERSON, HIGH-QUALITY CARE. WELLSTAR THOUGHTFULLY REINVESTS IN PREVENTION, WELLNESS PROGRAMS AND CHARITY CARE, AND PROVIDES ACCESS TO COMPASSIONATE, WORLD-CLASS CARE THROUGH AN EXPANSIVE SYSTEM OF 11 HOSPITALS, 329 MEDICAL OFFICE LOCATIONS, 11 CANCER CENTERS, 91 REHABILITATION CENTERS, 35 IMAGING CENTERS, 20 URGENT CARE LOCATION. FIVE HEALTH PARKS, THREE HOSPICE FACILITIES AND TWO RETIREMENT VILLAGES. FOR MORE INFORMATION, VISIT: HTTPS://WWW.WELLSTAR.ORG |
| SCHEDULE H, PART VI, LINE 7 | STATE FILING OF COMMUNITY HEALTH BENEFIT REPORT: ON AN ANNUAL BASIS THE HOSPITAL REPORTS ITS COMMUNITY HEALTH BENEFITS REPORT TO THE GEORGIA HOSPITAL ASSOCIATION (GHA). GHA AGGREGATES THE HOSPITAL SPECIFIC REPORTS INTO A STATEWIDE COMMUNITY HEALTH BENEFIT REPORT. THE STATE OF GEORGIA ALSO REQUIRES HOSPITALS TO FILE THE HOSPITAL FINANCIAL SURVEY AND THE INDIGENT CARE TRUST FUND SURVEY SO THAT IT CAN COLLECT INFORMATION ON HOSPITAL FINANCIAL CLASS CATEGORIES AND ALSO TO DETERMINE THE AMOUNT OF UNCOMPENSATED CARE BY HOSPITAL. |
Schedule J IRS990ScheduleJ
| Field | Value | IRS element (for citing) |
|---|---|---|
| First Class Or Charter Travel | Yes (X) | FirstClassOrCharterTravelInd |
| Travel For Companions | Yes (X) | TravelForCompanionsInd |
| Idemnification Gross Up Pmts | Yes (X) | IdemnificationGrossUpPmtsInd |
| Discretionary Spending Acct | Yes (X) | DiscretionarySpendingAcctInd |
| Housing Allowance Or Residence | Yes (X) | HousingAllowanceOrResidenceInd |
| Club Dues Or Fees | Yes (X) | ClubDuesOrFeesInd |
| Written Policy Ref T And E Expnss | false | WrittenPolicyRefTAndEExpnssInd |
| Substantiation Required | Yes (true) | SubstantiationRequiredInd |
| Compensation Committee | Yes (X) | CompensationCommitteeInd |
| Independent Consultant | Yes (X) | IndependentConsultantInd |
| Form990 Of Other Organizations | Yes (X) | Form990OfOtherOrganizationsInd |
| Written Employment Contract | Yes (X) | WrittenEmploymentContractInd |
| Compensation Survey | Yes (X) | CompensationSurveyInd |
| Board Or Committee Approval | Yes (X) | BoardOrCommitteeApprovalInd |
| Severance Payment | Yes (true) | SeverancePaymentInd |
| Supplemental Nonqual Rtr Plan | Yes (true) | SupplementalNonqualRtrPlanInd |
| Equity Based Comp Arrngm | false | EquityBasedCompArrngmInd |
| Comp Based On Revenue Of Flng Org | false | CompBasedOnRevenueOfFlngOrgInd |
| Comp Bsd On Rev Related Orgs | false | CompBsdOnRevRelatedOrgsInd |
| Comp Bsd Net Earns Flng Org | false | CompBsdNetEarnsFlngOrgInd |
| Comp Bsd Net Earns Rltd Orgs | false | CompBsdNetEarnsRltdOrgsInd |
| Any Non Fixed Payments | Yes (true) | AnyNonFixedPaymentsInd |
| Initial Contract Exception | false | InitialContractExceptionInd |
Rltd Org Officer Trst Key Empl RltdOrgOfficerTrstKeyEmplGrp (71 entries)
| TitleTitleTxt | Base Compensation Filing OrgBaseCompensationFilingOrgAmt | Compensation Based On Rltd OrgsCompensationBasedOnRltdOrgsAmt | Bonus Filing OrganizationBonusFilingOrganizationAmount | Bonus Related OrganizationsBonusRelatedOrganizationsAmt | Other Compensation Filing OrgOtherCompensationFilingOrgAmt | Other Compensation Rltd OrgsOtherCompensationRltdOrgsAmt | Deferred Compensation Flng OrgDeferredCompensationFlngOrgAmt | Deferred Comp Rltd OrgsDeferredCompRltdOrgsAmt | Nontaxable Benefits Filing OrgNontaxableBenefitsFilingOrgAmt | Nontaxable Benefits Rltd OrgsNontaxableBenefitsRltdOrgsAmt | Total Compensation Filing OrgTotalCompensationFilingOrgAmt | Total Compensation Rltd OrgsTotalCompensationRltdOrgsAmt | Comp Report Prior990 Filing OrgCompReportPrior990FilingOrgAmt | Comp Report Prior990 Rltd OrgsCompReportPrior990RltdOrgsAmt |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| ALAN MUSTER | ||||||||||||||
| SVP SPECIALTY DIVISION WMG | $0 | $588,432 | $0 | $228,235 | $0 | $135,258 | $0 | $60,315 | $0 | $75,902 | $0 | $1,088,142 | $0 | $0 |
| ALLEN SEPARK | ||||||||||||||
| FORMER TRUSTEE | $0 | $10,935 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $10,935 | $0 | $0 |
| ANDREW COX | ||||||||||||||
| VP CHIEF OF STAFF & LEADERSHIP | $0 | $353,746 | $0 | $70,606 | $0 | $9,326 | $0 | $24,036 | $0 | $58,532 | $0 | $516,246 | $0 | $0 |
| ANTHONY BUDZINSKI | ||||||||||||||
| EVP & CFO (END 4/24) | $0 | $325,861 | $0 | $287,932 | $0 | $201,433 | $0 | $19,734 | $0 | $24,233 | $0 | $859,193 | $0 | $0 |
| ARIF AZIZ MD | ||||||||||||||
| TRUSTEE & PHYSICIAN(END 12/24) | $0 | $615,688 | $0 | $221,408 | $0 | $24,176 | $0 | $60,411 | $0 | $41,156 | $0 | $962,839 | $0 | $0 |
| BARBARA COREY | ||||||||||||||
| SVP MANAGED CARE | $0 | $477,971 | $0 | $118,184 | $0 | $112,007 | $0 | $32,777 | $0 | $68,928 | $0 | $809,867 | $0 | $0 |
| BETH KOST | ||||||||||||||
| SVP CHIEF COMPLIANCE OFFICER | $0 | $502,653 | $0 | $125,408 | $0 | $122,700 | $0 | $37,552 | $0 | $50,255 | $0 | $838,568 | $0 | $0 |
| BLESSING IMARHIA | ||||||||||||||
| RN IMCU CHARGE | $329,840 | $0 | $27,375 | $0 | $151 | $0 | $14,289 | $0 | $52,667 | $0 | $424,322 | $0 | $0 | $0 |
| CANDICE SAUNDERS | ||||||||||||||
| PRESIDENT & CEO | $0 | $2,000,953 | $0 | $1,367,578 | $0 | $1,589,671 | $0 | $60,350 | $0 | $51,371 | $0 | $5,069,923 | $0 | $536,578 |
| CAROL TODD | ||||||||||||||
| VP ASST GENERAL COUNSEL | $0 | $258,502 | $0 | $54,595 | $0 | $12,399 | $0 | $32,180 | $0 | $53,556 | $0 | $411,232 | $0 | $0 |
| CONNIE KIRK | ||||||||||||||
| FORMER TRUSTEE | $0 | $12,619 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $12,619 | $0 | $0 |
| DANIEL ABAD | ||||||||||||||
| SVP TAL STRAT & TOTAL REWARDS | $0 | $426,546 | $0 | $170,446 | $0 | $74,534 | $0 | $52,208 | $0 | $30,506 | $0 | $754,240 | $0 | $0 |
| DANYALE ZIGLOR | ||||||||||||||
| VP HUMAN RESOURCE | $0 | $300,310 | $0 | $181,002 | $0 | $56,113 | $0 | $51,276 | $0 | $34,051 | $0 | $622,752 | $0 | $0 |
| DAVID HAFNER | ||||||||||||||
| FORMER DIRECTOR | $0 | $24,026 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $24,026 | $0 | $0 |
| DAVID JONES | ||||||||||||||
| EVP CHIEF PEOPLE OFFICER | $0 | $666,694 | $0 | $370,777 | $0 | $330,522 | $0 | $59,026 | $0 | $32,500 | $0 | $1,459,519 | $0 | $168,750 |
| DAVID PRESTON | ||||||||||||||
| VP BRAND AND MARKETING | $0 | $405,434 | $0 | $130,923 | $0 | $78,819 | $0 | $0 | $43,772 | $0 | $658,948 | $0 | $0 | |
| DONALD ZARKOU | ||||||||||||||
| VP OF ONCOLOGY SERVICE LINE | $0 | $257,670 | $0 | $51,427 | $0 | $13,927 | $0 | $32,338 | $0 | $58,412 | $0 | $413,774 | $0 | $0 |
| ELIZABETH LOUDERMILK | ||||||||||||||
| VP FINANCIAL PLANNING | $0 | $341,037 | $0 | $166,274 | $0 | $13,178 | $0 | $42,681 | $0 | $53,578 | $0 | $616,748 | $0 | $0 |
| ELIZABETH PAPETTI | ||||||||||||||
| VP WMG OPS HOSPITAL DIV | $0 | $310,898 | $0 | $76,348 | $0 | $10,433 | $0 | $29,625 | $0 | $38,250 | $0 | $465,554 | $0 | $0 |
| ELLEN RUSSELL | ||||||||||||||
| VP HIM CDI & POLICIES | $0 | $234,832 | $0 | $46,872 | $0 | $12,867 | $0 | $17,424 | $0 | $38,060 | $0 | $350,055 | $0 | $0 |
| FREDA LYON | ||||||||||||||
| VP SYSTEM EMERGENCY SERVICES | $0 | $275,974 | $0 | $65,584 | $0 | $282,671 | $0 | $34,884 | $0 | $45,135 | $0 | $704,248 | $0 | $266,838 |
| IYABO ADEYEMO | ||||||||||||||
| RN IMCU CHARGE | $308,743 | $0 | $25,625 | $0 | $1,015 | $0 | $20,062 | $0 | $42,005 | $0 | $397,450 | $0 | $0 | $0 |
| JAMES L HORNSBY | ||||||||||||||
| TRUSTEE & PHYSICIAN | $0 | $323,908 | $0 | $135,986 | $0 | $9,874 | $0 | $59,712 | $0 | $57,389 | $0 | $586,869 | $0 | $0 |
| JAMES SWARTZ | ||||||||||||||
| VP ACCOUNTING | $0 | $306,971 | $0 | $123,516 | $0 | $9,746 | $0 | $29,092 | $0 | $48,387 | $0 | $517,712 | $0 | $0 |
| JASON STEVENS | ||||||||||||||
| SVP DEPUTY GENERAL COUNSEL | $0 | $421,709 | $0 | $109,293 | $0 | $100,106 | $0 | $62,215 | $0 | $47,953 | $0 | $741,276 | $0 | $0 |
| JENNIFER GIUSTI | ||||||||||||||
| VP CLINICAL OUTCOMES(END 4/24) | $0 | $119,597 | $0 | $0 | $0 | $3,833 | $0 | $30,794 | $0 | $6,263 | $0 | $160,487 | $0 | $0 |
| JESSICA KOVALESKY | ||||||||||||||
| VP CARE COORDINATION & POP HLT | $0 | $306,467 | $0 | $77,668 | $0 | $10,686 | $0 | $21,062 | $0 | $15,870 | $0 | $431,753 | $0 | $0 |
| JESSICA TROWELL | ||||||||||||||
| VP HUMAN RESOURCE | $275,659 | $0 | $60,070 | $0 | $8,998 | $0 | $27,276 | $0 | $31,342 | $0 | $403,345 | $0 | $0 | $0 |
| JODY HUGHES | ||||||||||||||
| VP MEDICAL AFFAIRS | $478,654 | $0 | $114,534 | $0 | $62,657 | $0 | $29,275 | $0 | $60,774 | $0 | $745,894 | $0 | $49,260 | $0 |
| JOE CASTANON | ||||||||||||||
| VP CONTRACTING & VAL ANALYSIS | $0 | $305,832 | $0 | $62,595 | $0 | $8,829 | $0 | $12,058 | $0 | $53,205 | $0 | $442,519 | $0 | $0 |
| JOEL SHU | ||||||||||||||
| VP WELLSTAR CP (END 1/24) | $0 | $23,251 | $0 | $115,045 | $0 | $400 | $0 | $2,269 | $0 | $1,122 | $0 | $142,087 | $0 | $0 |
| JOHN HATFIELD | ||||||||||||||
| EVP CHF EX AF OFF (AS OF 5/24) | $0 | $400,000 | $0 | $75,000 | $0 | $10,840 | $0 | $4,587 | $0 | $24,861 | $0 | $515,288 | $0 | $0 |
| JOSEPH BRAUD | ||||||||||||||
| VP INFO SECURITY & CISO | $0 | $336,274 | $0 | $67,117 | $0 | $97,694 | $0 | $6,938 | $0 | $55,625 | $0 | $563,648 | $0 | $28,464 |
| JOSEPH REPPERT | ||||||||||||||
| SVP FINANCE & CFO | $0 | $511,555 | $0 | $202,629 | $0 | $232,305 | $0 | $60,100 | $0 | $51,896 | $0 | $1,058,485 | $0 | $106,747 |
| JULIE TEER | ||||||||||||||
| SVP & WELLSTAR FOUNDATION PRES | $0 | $582,150 | $0 | $145,246 | $0 | $240,241 | $0 | $12,868 | $0 | $37,834 | $0 | $1,018,339 | $0 | $107,415 |
| KEM MULLINS | ||||||||||||||
| EVP AMBULATORY OPS & BUS DEV | $0 | $856,242 | $0 | $300,398 | $0 | $190,543 | $0 | $24,800 | $0 | $60,004 | $0 | $1,431,987 | $0 | $0 |
| KIMBERLY TAACA | ||||||||||||||
| VP WMG OPS SPECIALTY DIV | $0 | $313,123 | $0 | $73,875 | $0 | $10,831 | $0 | $52,277 | $0 | $30,081 | $0 | $480,187 | $0 | $0 |
| KRISTEN TRICE | ||||||||||||||
| VP DIAGNOSTIC OUTREACH | $0 | $262,080 | $0 | $86,108 | $0 | $9,920 | $0 | $29,490 | $0 | $53,348 | $0 | $440,946 | $0 | $0 |
| LAURA DANNELS | ||||||||||||||
| VP CHIEF LEARNING OFFICER | $0 | $419,168 | $0 | $236,636 | $0 | $71,900 | $0 | $28,095 | $0 | $30,747 | $0 | $786,546 | $0 | $0 |
| LE JOYCE NAYLOR | ||||||||||||||
| SVP & CHIEF DIVERSITY & INCLUS | $0 | $375,440 | $0 | $93,672 | $0 | $92,383 | $0 | $59,676 | $0 | $29,116 | $0 | $650,287 | $0 | $0 |
| LEO REICHERT | ||||||||||||||
| EVP & GENERAL COUNSEL | $0 | $817,170 | $0 | $285,436 | $0 | $398,680 | $0 | $60,100 | $0 | $58,580 | $0 | $1,619,966 | $0 | $204,292 |
| LOUIS LOVETT | ||||||||||||||
| DIR INTERNAL MEDICINE PROG GME | $354,411 | $0 | $52,287 | $0 | $8,725 | $0 | $53,500 | $0 | $56,101 | $0 | $525,024 | $0 | $0 | $0 |
| MARY CHATMAN | ||||||||||||||
| EVP ACUTE CARE OPERATIONS | $0 | $853,496 | $0 | $302,145 | $0 | $190,147 | $0 | $65,373 | $0 | $46,938 | $0 | $1,458,099 | $0 | $0 |
| MATTHEW TERRY | ||||||||||||||
| SVP CHIEF STRATEGY OFFICER | $0 | $414,918 | $0 | $103,522 | $0 | $99,009 | $0 | $27,754 | $0 | $53,165 | $0 | $698,368 | $0 | $0 |
| MAXWELL KAGAN | ||||||||||||||
| VP FINANCE & CFO WMG | $0 | $317,075 | $0 | $80,930 | $0 | $10,683 | $0 | $29,250 | $0 | $38,254 | $0 | $476,192 | $0 | $0 |
| MICHAEL GARRARD | ||||||||||||||
| AVP REHABILITATION WRWSH | $0 | $271,211 | $0 | $54,131 | $0 | $10,060 | $0 | $15,032 | $0 | $52,017 | $0 | $402,451 | $0 | $0 |
| MICHAEL MCCULLOUGH | ||||||||||||||
| SVP SUPPLY CHAIN | $0 | $450,840 | $0 | $202,650 | $0 | $529,946 | $0 | $36,515 | $0 | $60,765 | $0 | $1,280,716 | $0 | $421,152 |
| NICKOLOS YAITSKY | ||||||||||||||
| VP CHIEF AI OFF & HEAD OF EA | $0 | $316,493 | $0 | $189,757 | $0 | $87,516 | $0 | $16,904 | $0 | $57,417 | $0 | $668,087 | $0 | $29,048 |
| PAUL DOUGLASS MD | ||||||||||||||
| TRUSTEE & PHYSICIAN | $0 | $373,636 | $0 | $68,430 | $0 | $11,963 | $0 | $30,847 | $0 | $56,556 | $0 | $541,432 | $0 | $0 |
| PAUL MURPHREE MD | ||||||||||||||
| VP MEDICAL OUTCOMES (END 4/24) | $0 | $149,297 | $0 | $0 | $0 | $7,636 | $0 | $9,673 | $0 | $12,752 | $0 | $179,358 | $0 | $0 |
| PHILLIP COULE | ||||||||||||||
| VP AND CHIEF MEDICAL OFFICER | $0 | $204,474 | $0 | $1,680 | $0 | $1,906 | $0 | $12,372 | $0 | $9,910 | $0 | $230,342 | $0 | $0 |
| PRANAV JAIN | ||||||||||||||
| VP CHIEF IH OFF & HEAD OF CP | $0 | $498,722 | $0 | $199,287 | $0 | $84,645 | $0 | $52,511 | $0 | $30,431 | $0 | $865,596 | $0 | $0 |
| RANDALL BENTLEY SR | ||||||||||||||
| FORMER DIRECTOR | $0 | $14,150 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $14,150 | $0 | $0 |
| RICHARD CAPPS | ||||||||||||||
| EVP CHIEF INFO & DIGITAL OFFCR | $0 | $713,211 | $0 | $584,401 | $0 | $159,328 | $0 | $61,204 | $0 | $61,274 | $0 | $1,579,418 | $0 | $0 |
| RICHARD FREEMAN | ||||||||||||||
| EVP CHIEF PHYS EX (AS OF 7/24) | $0 | $420,680 | $0 | $100,000 | $0 | $83,779 | $0 | $10,109 | $0 | $15,790 | $0 | $630,358 | $0 | $0 |
| ROBERT DECOUX | ||||||||||||||
| VP CORPORATE MED STAFF SVCS | $0 | $210,558 | $0 | $42,027 | $0 | $63,571 | $0 | $44,522 | $0 | $37,700 | $0 | $398,378 | $0 | $49,297 |
| SANA BRUNO | ||||||||||||||
| VP LABORATORY SERVICES SYSTEM | $0 | $275,093 | $0 | $55,708 | $0 | $11,695 | $0 | $25,212 | $0 | $52,613 | $0 | $420,321 | $0 | $0 |
| SANDRA LUCIUS | ||||||||||||||
| VP HEAD CARE PLAT (END 12/24) | $0 | $314,725 | $0 | $188,706 | $0 | $98,220 | $0 | $54,424 | $0 | $41,233 | $0 | $697,308 | $0 | $31,472 |
| SHARON ROBINSON | ||||||||||||||
| VP FOUNDATION STRATEGY & GRWTH | $0 | $267,821 | $0 | $53,456 | $0 | $10,491 | $0 | $37,110 | $0 | $44,224 | $0 | $413,102 | $0 | $0 |
| SNEHAL DOSHI | ||||||||||||||
| SVP ANCILLARY AND SUPPORT SVC | $0 | $416,042 | $0 | $113,534 | $0 | $197,807 | $0 | $39,190 | $0 | $55,662 | $0 | $822,235 | $0 | $99,242 |
| SOPHIA MCINTYRE | ||||||||||||||
| SVP WMG AMB CAR DIV (END 4/23) | $0 | $0 | $0 | $0 | $0 | $468,520 | $0 | $0 | $0 | $0 | $0 | $468,520 | $0 | $0 |
| STEPHANIE CADENA | ||||||||||||||
| RADIATION ONCOLOGY PHYSICIST | $306,922 | $0 | $625 | $0 | $1,135 | $0 | $12,302 | $0 | $42,384 | $0 | $363,368 | $0 | $0 | $0 |
| STEPHEN VAULT | ||||||||||||||
| VP STRATEGIC COMMUNITY DEVELOP | $0 | $299,051 | $0 | $72,399 | $0 | $55,078 | $0 | $29,309 | $0 | $27,749 | $0 | $483,586 | $0 | $0 |
| STEVEN HUNT | ||||||||||||||
| VP HUMAN RESOURCE (END 10/24) | $0 | $8,793 | $0 | $0 | $0 | $328,772 | $0 | $0 | $0 | $0 | $0 | $337,565 | $0 | $113,506 |
| SUNDAY OKEZIE | ||||||||||||||
| RN CHARGE MEDSURG | $263,730 | $0 | $19,375 | $0 | $1,722 | $0 | $25,391 | $0 | $56,367 | $0 | $366,585 | $0 | $0 | $0 |
| SUSAN GRANT | ||||||||||||||
| EVP CHIEF NURS EXEC (END 1/25) | $0 | $621,005 | $0 | $216,914 | $0 | $281,576 | $0 | $59,152 | $0 | $31,704 | $0 | $1,210,351 | $0 | $155,249 |
| SUSAN WRIGHT | ||||||||||||||
| VP PHARMACY SVCS | $0 | $317,366 | $0 | $63,346 | $0 | $11,361 | $0 | $36,949 | $0 | $30,652 | $0 | $459,674 | $0 | $0 |
| THOMAS DRAPER | ||||||||||||||
| VP CARDIOVASCULAR SERVICE LINE | $0 | $292,157 | $0 | $68,980 | $0 | $34,893 | $0 | $29,375 | $0 | $30,130 | $0 | $455,535 | $0 | $25,350 |
| VALERY AKOPOV | ||||||||||||||
| SVP HOSPITAL DIVISION WMG | $0 | $580,944 | $0 | $219,327 | $0 | $142,888 | $0 | $38,325 | $0 | $56,034 | $0 | $1,037,518 | $0 | $0 |
| VARMA RAMESWAR | ||||||||||||||
| VP PEDIATRIC OPS AND SVC LINE | $0 | $289,827 | $0 | $57,846 | $0 | $16,197 | $0 | $60,170 | $0 | $28,213 | $0 | $452,253 | $0 | $0 |
| WILLIAM BELLANDO | ||||||||||||||
| SVP CHIEF INFO OFFICER | $0 | $520,024 | $0 | $340,987 | $0 | $112,342 | $0 | $54,930 | $0 | $58,335 | $0 | $1,086,618 | $0 | $0 |
Supplemental Information Detail SupplementalInformationDetail
| Field | Value | IRS element (for citing) |
|---|---|---|
| Form And Line Reference | SCHEDULE J, PART I, LINE 1A | FormAndLineReferenceDesc |
| Explanation | THE ITEMS, AS INDICATED IN LINE 1A, WERE PROVIDED, IN SOME INSTANCES, TO BOARD MEMBERS AND TO CERTAIN EMPLOYED INDIVIDUALS LISTED IN FORM 990, PART VII BY THE ORGANIZATION. THE ORGANIZATION FOLLOWS IRS GUIDELINES AND THESE ITEMS WERE ADDED AS TAXABLE INCOME AS APPROPRIATE. SCHEDULE J, PART I, LINE 1B REIMBURSEMENT POLICY: WHILE WELLSTAR HEALTH SYSTEM AND ITS AFFILIATES DO NOT HAVE A WRITTEN POLICY REGARDING PAYMENT OR REIMBURSEMENT OF THE ITEMS LISTED IN SCHEDULE J, PART I, LINE 1A, THE ORGANIZATION FOLLOWS IRS GUIDELINES IN THE PAYMENT OF ANY OF THESE ITEMS TO INDIVIDUALS LISTED IN FORM 990, PART VII, SECTION A. THESE ITEMS ARE ADDED AS TAXABLE WAGES ON THE INDIVIDUAL'S FORM W-2 AS APPROPRIATE. SCHEDULE J, PART I, LINE 4A SEVERANCE PAYMENTS: PURSUANT TO THEIR RESPECTIVE EMPLOYMENT AGREEMENTS, THE FOLLOWING GROUPS OF OFFICERS ARE ENTITLED TO SEVERANCE PAYMENTS BASED ON THEIR COMPENSATION AT THAT TIME IN THE EVENT OF CERTAIN IDENTIFIED CIRCUMSTANCES. THE SEVERANCE PAYMENT PERIODS ARE 24 MONTHS FOR EXECUTIVE VICE PRESIDENTS, 18 MONTHS FOR SENIOR VICE PRESIDENTS, AND 12 MONTHS FOR VICE PRESIDENTS. THE FOLLOWING OFFICERS RECEIVED SEVERANCE PAY DURING THE 2024 CALENDAR YEAR FROM EITHER THE ORGANIZATION OR A RELATED ORGANIZATION: SOPHIA MCINTYRE 468,520 STEVEN HUNT 214,931 SCHEDULE J, PART I, LINE 4B PARTICIPATION IN A SUPPLEMENTAL NON-QUALIFIED RETIREMENT PLAN: DURING THE YEAR, VICE PRESIDENTS, SENIOR VICE PRESIDENTS, EXECUTIVE VICE PRESIDENTS AND CERTAIN PHYSICIANS PARTICIPATED IN A SUPPLEMENTAL NONQUALIFIED RETIREMENT PLAN SPONSORED BY WELLSTAR HEALTH SYSTEM, INC. THE AMOUNTS RELATED TO THIS PLAN ARE INCLUDED IN SCHEDULE J, PART II, COLUMN (C). THE FOLLOWING INDIVIDUALS RECEIVED PAYMENTS FROM THE PLAN INCLUDED IN SCHEDULE J, PART II, COLUMN (B): CANDICE SAUNDERS 536,578 DAVID JONES 168,750 FREDA LYON 266,838 JODY HUGHES 49,260 JOE REPPERT 106,747 JOSEPH BRAUD 28,464 JULIE TEER 107,415 LEO REICHERT 204,292 MICHAEL MCCULLOUGH 421,152 NICKOLOS YAITSKY 29,048 ROBERT DECOUX 49,297 SANDRA LUCIUS 31,472 SNEHAL DOSHI 99,242 STEVEN HUNT 113,506 SUSAN GRANT 155,249 THOMAS DRAPER 25,350 SCHEDULE J, PART I, LINE 7 NON-FIXED PAYMENTS TO OFFICERS: AS PART OF THE WELLSTAR EXECUTIVE COMPENSATION PHILOSOPHY A PERFORMANCE PAY PLAN WAS INSTITUTED SEVERAL YEARS AGO WHEREBY THE WELLSTAR BOARD OF TRUSTEES APPROVES AN ANNUAL INCENTIVE PLAN WHICH CONSISTS OF SEVERAL PERFORMANCE GOALS OR FACTORS THAT UPON ATTAINMENT WILL RESULT IN PAYOUTS TO ELIGIBLE PLAN PARTICIPANTS.THOSE FACTORS ARE: (1) PEOPLE & CUSTOMER SERVICE GOAL FOR EMPLOYEE "TRUST INDEX (2) QUALITY & SAFETY GOAL FOR CLINICAL EXCELLENCE AND PATIENT SATISFACTION; AND (3) FINANCIAL GOAL FOR ATTAINING A POSITIVE OPERATING MARGIN. CONFIRMATION OF ACHIEVING THESE GOALS IS TYPICALLY RECEIVED THROUGH THE ANNUAL EXTERNAL AUDIT PROCESS AND APPROVED BY THE BOARD OF TRUSTEES AT THAT TIME. | ExplanationTxt |
Schedule O IRS990ScheduleO
Supplemental Information Detail SupplementalInformationDetail (16 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| FORM 990, PART I, LINE 1 AND FORM 990, PART III, LINE 1 | VISION: DELIVER WORLD-CLASS HEALTHCARE TO EVERY PERSON, EVERY TIME. MISSION: TO ENHANCE THE HEALTH AND WELL-BEING OF EVERY PERSON WE SERVE. VALUES: WE SERVE WITH COMPASSION. WE PURSUE EXCELLENCE. WE HONOR EVERY VOICE. FORM 990, PART III, LINE 4A PROGRAM SERVICE ACCOMPLISHMENTS ABOUT WELLSTAR AT WELLSTAR, PEOPLE ARE AT THE CENTER OF EVERYTHING WE DO AND EVERY DECISION WE MAKE. AS A NOT-FOR-PROFIT ORGANIZATION, WE HAVE MADE A GENERATIONAL COMMITMENT TO TRANSFORM HEALTHCARE FOR ALL. WE WORK TO ENSURE EVERY PERSON HAS ACCESS TO PERSONALIZED CARE THAT HELPS THEM SPEND MORE TIME BEING A PERSON, RATHER THAN A PATIENT. THAT'S WHAT WE MEAN WHEN WE SAY WE'RE MORE THAN HEALTHCARE-WE'RE PEOPLECARE. WELLSTAR IS NATIONALLY RECOGNIZED FOR OUR INCLUSIVE CULTURE, EXCEPTIONAL DOCTORS AND TEAM MEMBERS, AND PERSONAL, HIGH-QUALITY CARE. WE THOUGHTFULLY REINVEST IN PREVENTION, WELLNESS PROGRAMS AND CHARITY CARE, AND PROVIDE ACCESS TO COMPASSIONATE, WORLD-CLASS CARE THROUGH OUR EXPANSIVE SYSTEM OF 11 HOSPITALS, 329 MEDICAL OFFICE LOCATIONS, 11 CANCER CENTERS, 91 REHABILITATION CENTERS, 35 IMAGING CENTERS, 20 URGENT CARE LOCATIONS, FIVE HEALTH PARKS, THREE HOSPICE FACILITIES AND TWO RETIREMENT VILLAGES. TO LEARN MORE ABOUT HOW WE CARE FOR THE COMMUNITIES WE SERVE, VISIT WELLSTAR.ORG. MISSION, VISION AND VALUES . OUR MISSION IS TO ENHANCE THE HEALTH AND WELL-BEING OF EVERY PERSON WE SERVE. . OUR VISION IS TO DELIVER WORLD-CLASS HEALTHCARE TO EVERY PERSON, EVERY TIME. . OUR VALUES ARE TO SERVE WITH COMPASSION, PURSUE EXCELLENCE AND HONOR EVERY VOICE. MILESTONES WELLSTAR HAS A BREADTH OF HISTORICAL FIRSTS, INCLUDING, BUT NOT LIMITED TO: . PERFORMED THE NATION'S FIRST LAPAROSCOPIC GALLBLADDER REMOVAL AT KENNESTONE REGIONAL MEDICAL CENTER (1988), NOW KNOWN AS WELLSTAR KENNESTONE REGIONAL MEDICAL CENTER . ACQUIRED GEORGIA'S FIRST OPEN HIGH-FIELD MRI SCANNER AT PAULDING HOSPITAL (2008), NOW KNOWN AS WELLSTAR PAULDING MEDICAL CENTER . FIRST ORTHOPEDIC CENTER IN GEORGIA TO ACHIEVE THE JOINT COMMISSION'S CERTIFICATES OF DISTINCTION IN BOTH MANAGEMENT OF HIP FRACTURE AND ADVANCED TOTAL JOINT REPLACEMENT AT WELLSTAR KENNESTONE REGIONAL MEDICAL CENTER (2018) . LAUNCHED CATALYST BY WELLSTAR, A FIRST-OF-ITS-KIND GLOBAL DIGITAL HEALTH AND INNOVATION CENTER (2021) . RECOGNIZED AS THE ONLY HEALTHCARE SYSTEM IN GEORGIA AND ONE OF 25 NATIONWIDE TO RECEIVE A $2 MILLION GRANT FROM THE U.S. DEPARTMENT OF HEALTH AND HUMAN SERVICES THROUGH THE SUBSTANCE ABUSE AND MENTAL HEALTH SERVICES ADMINISTRATION (2023) . NAMED THE SECOND HIGHEST PROVIDER OF CHARITY CARE IN THE NATION BY MODERN HEALTHCARE (2023) . FIRST HEALTH SYSTEM IN GEORGIA AND THE FIFTH IN THE NATION TO BE ACCREDITED AS A NETWORK CANCER PROGRAM RUN BY THE AMERICAN COLLEGE OF SURGEONS . FIRST HEALTH SYSTEM IN THE NATION TO OFFER SHARECARE DIGITAL HEALTH AND WELLNESS APP TO ITS TEAM MEMBERS COVERAGE AT A GLANCE WHEN WE SAY WE SERVE THE COMMUNITY, WE MEAN IT. WELLSTAR MEDICAL CENTERS, HEALTH PARKS, MEDICAL OFFICES AND OTHER FACILITIES ARE CONVENIENTLY LOCATED ACROSS THE STATE OF GEORGIA. . 11 HOSPITALS . 2,729 LICENSED BEDS . 5 HEALTH PARKS . 20 URGENT CARE LOCATIONS . 329+ MEDICAL OFFICES . 11 CANCER CENTERS . 91 REHABILITATION CENTERS . 35 IMAGING CENTERS . 3 HOSPICE FACILITIES . 2 RETIREMENT VILLAGES . 9 PEDIATRIC CENTERS . 11 SLEEP LABS . 7 WOUND CARE CENTERS . 10 COUNTIES OFFERING HOME HEALTH SERVICES WITH MORE THAN 1 MILLION PATIENT VISITS IN 2024, THE WELLSTAR HEALTH PARKS IN EAST COBB, ACWORTH, AVALON, CHEROKEE AND VININGS PROVIDED PATIENTS WITH SEAMLESS CARE AND CONVENIENT ACCESS TO PRIMARY CARE, SPECIALISTS, OUTPATIENT PROCEDURES, PHARMACY, URGENT CARE, PHYSICAL THERAPY AND IMAGING-ALL AT A SINGLE LOCATION. IT'S PART OF OUR COMMITMENT TO OFFER ACCESS TO QUALITY HEALTHCARE AT THE RIGHT TIME AND PLACE FOR OUR PATIENTS. CLINICAL EXPERTISE LED BY PHYSICIANS AND OTHER CLINICIANS, OUR SERVICE LINES SUPPORT AND CONNECT PEOPLE, PROCESSES AND TECHNOLOGIES. EXPERTS WITHIN EACH SPECIALTY BRING THEIR INSIGHT AND INNOVATION TO COLLEAGUES ACROSS OUR SYSTEM. THE RESULT IS BETTER PATIENT CARE AND A HEALTHIER COMMUNITY. OUR CLINICAL SPECIALTIES INCLUDE: . BEHAVIORAL HEALTH . CARDIOVASCULAR . DIGESTIVE HEALTH . EMERGENCY CARE . HOSPITAL MEDICINE . MUSCULOSKELETAL . NEURO CARE . ONCOLOGY . PEDIATRICS . PRIMARY CARE . PULMONARY . SURGERY . WOMEN'S HEALTH COMMUNITY NEEDS WELLSTAR REMAINS DEDICATED TO IMPROVING THE HEALTH OF THE COMMUNITY. WE CONDUCT COMMUNITY HEALTH NEEDS ASSESSMENTS?(CHNAS) TO HELP US BETTER UNDERSTAND THE UNIQUE HEALTHCARE NEEDS OF OUR COMMUNITIES. BY WORKING WITH A DIVERSE GROUP OF COMMUNITY LEADERS AND THE GEORGIA HEALTH POLICY CENTER, WE COLLECT COMPREHENSIVE DATA FOR OUR CHNAS. WE IMPLEMENT A PLAN BASED ON THIS DATA TO DEVELOP ACTIONABLE AND MEASURABLE PROGRAMS AND SERVICES TO OPTIMIZE PATIENT OUTCOMES AND IMPROVE OVERALL COMMUNITY HEALTH. THE AREAS LISTED BELOW EMERGED AS PRIORITY FOR THE COMMUNITIES THAT WELLSTAR SERVES AND INFORM THE WELLSTAR CENTER FOR HEALTH EQUITY PROGRAMS AND PARTNERSHIPS. . ACCESS TO CARE . BEHAVIORAL HEALTH . FOOD ACCESS AND HEALTHY LIVING . HOUSING . PEDIATRICS . WOMEN'S HEALTH FOR MORE INFORMATION ON WELLSTAR COMMUNITY HEALTH NEEDS ASSESSMENT, VISIT OUR COMMUNITY HEALTH NEEDS ASSESSMENT WEBSITE. INNOVATION WELLSTAR HAS A VISION FOR HEALTHCARE THAT CONTINUES TO EVOLVE AND EQUIP US TO BRING THE BEST TECHNOLOGY AND THE BEST CARE TO OUR COMMUNITIES. WE LAUNCH STRATEGIC PARTNERSHIPS, PILOT NEW THERAPIES, DEVELOP LESS-INVASIVE PROCEDURES AND ADVANCE TECHNOLOGIES TO TRANSFORM HEALTHCARE AND IMPROVE PEOPLE'S LIVES. THIS IS WHY WE LAUNCHED CATALYST BY WELLSTAR, A FIRST-OF-ITS-KIND GLOBAL DIGITAL HEALTH AND INNOVATION CENTER, AND WHY WE BUILT CATALYST VOICE, AN ONLINE COMMUNITY FOR OVER 100,000 WELLSTAR PATIENTS TO HELP SHAPE THE FUTURE OF HEALTHCARE. HERE ARE SOME EXAMPLES OF ADVANCEMENTS OVER THE PAST FEW YEARS. . INVESTED IN AN ADVANCED ELECTRONIC MEDICAL SYSTEM WITH ARTIFICIAL INTELLIGENCE TECHNOLOGY (AI) THAT ALLOWS FOR EARLY WARNING DETECTION, ANTICIPATES NEEDS OF PATIENTS BASED ON THEIR PROFILES AND DETERMINES IF PATIENTS MAY BE PREDISPOSED TO DISEASE OR INFECTION BASED ON FAMILY HISTORY, MEDICAL HISTORY AND DNA . USE OF AI TO IDENTIFY LARGE VESSEL BLOCKAGE, WHICH INCREASES THE RISK OF STROKE, AND IDENTIFY KEY TERMS TO SCREEN FOR LUNG NODULES . WELLSTAR KENNESTONE REGIONAL MEDICAL CENTER IS THE FIRST HOSPITAL IN GEORGIA TO OFFER PARENTS A PRIVATE 24/7 LIVESTREAM OF THEIR BABY IN THE NEONATAL INTENSIVE CARE UNIT THROUGH NICVIEW, A BEDSIDE CAMERA SYSTEM. THE SYSTEM IS SUPPORTED FINANCIALLY BY A FUNDRAISING ORGANIZATION, WELLSTAR FOUNDATION, INC. THE SERVICE AREA FOR THE SYSTEM ENCOMPASSES PARTS OF THE NORTHWESTERN, CENTRAL AND WESTERN SECTIONS OF THE STATE OF GEORGIA - THE PRIMARY SERVICE AREAS BEING IN BARTOW, CHEROKEE, COBB, DOUGLAS, PAULDING, FULTON, BUTTS, SPALDING, RICHMOND, COLUMBIA AND TROUP COUNTIES. HISTORY IN 1993, WHAT WAS THEN KNOWN AS THE COBB HEALTH SYSTEM, THE KENNESTONE REGIONAL HEALTH CARE SYSTEM, AND THE DOUGLAS GENERAL HOSPITAL AFFILIATED TO FORM THE NORTHWEST GEORGIA HEALTH SYSTEM. PAULDING MEMORIAL MEDICAL CENTER AFFILIATED WITH NORTHWEST GEORGIA HEALTH SYSTEM IN 1994. IN 1994, THE NORTHWEST GEORGIA HEALTH SYSTEM HELPED FORM THE PROMINA HEALTH SYSTEM AND CHANGED ITS NAME TO PROMINA NORTHWEST HEALTH SYSTEM. IN 1998, PROMINA NORTHWEST HEALTH SYSTEM CHANGED ITS NAME TO WELLSTAR HEALTH SYSTEM. WELLSTAR DISASSOCIATED FROM AND BECAME TOTALLY INDEPENDENT OF PROMINA IN 1999. IN MARCH 2016 WELLSTAR ACQUIRED THE ASSETS OF ATLANTA MEDICAL CENTER (Merged with Kennestone Hospital on 9-30-22) , NORTH FULTON HOSPITAL, SPALDING HOSPITAL, SYLVAN GROVE HOSPITAL FROM ANOTHER ORGANIZATION IN A PURCHASE AGREEMENT. IN APRIL 2016 WELLSTAR HEALTH SYSTEM, INC BECAME THE SOLE CORPORATE MEMBER OF WEST GEORGIA HEALTH SERVICES, INC AND ITS AFFILIATED ENTITIES, INCLUDING WEST GEORGIA MEDICAL CENTER, THROUGH A MEMBER SUBSTITUTION AGREEMENT IN 2023, WELLSTAR HEALTH SYSTEM, INC, THROUGH A MEMBER SUBSTITUTION AGREEMENT, BECAME THE SOLE CORPORATE MEMBER OF AU HEALTH SYSTEM, INC. (CHANGED THE NAME TO WELLSTAR MCG HEALTH, INC) AND ITS AFFILIATE ENTITIES INCLUDING AU MEDICAL CENTER INC, AU MEDICAL ASSOCIATES, INC, WELLSTAR MCG HEALTH WARM SPRINGS, INC. AND OTHER SUBSIDARY ENTITIES. WELLSTAR HEALTH SYSTEM IS A PARENT CORPORATION, WHICH PROVIDES OVERALL COORDINATION INCLUDING GOVERNING BODY TO ITS 11 AFFILIATE HOSPITALS, WELLSTAR MEDICAL GROUP, LLC, WELLSTAR FOUNDATION, INC AND OTHER SUBSIDIARY ENTITIES: - COBB HOSPITAL, INC. - DOUGLAS HOSPITAL INC. - KENNESTONE HOSPITAL, INC. - PAULDING MEDICAL CENTER, INC. - WELLSTAR FOUNDATION INC. - WELLSTAR NORTH FULTON HOSPITAL, INC. - WELLSTAR SPALDING REGIONAL HOSPITAL, INC. - WELLSTAR SYLVAN GROVE HOSPITAL, INC. - WEST GEORGIA HEALTH SERVICES, INC. - WEST GEORGIA MEDICAL CENTER, INC. - WELLSTAR MCG HEALTH, INC. - AU MEDICAL CENTER, INC - WELLSTAR MCG HEALTH WARM SPRINGS, INC. - WINDY HILL HOSPITAL, A SUB ACUTE PROVIDER OF KENNESTONE HOSPITAL, INC. |
| SERVICES | WELLSTAR HEALTH SYSTEM IS ABLE TO OFFER A FULL RANGE OF HEALTHCARE SERVICES THROUGH ITS AFFILIATES. THE SERVICES OFFERED INCLUDE BUT ARE NOT LIMITED TO: - MOST MAJOR INPATIENT CLINICAL SERVICES, - OUTPATIENT SERVICES, - DIAGNOSTIC AND THERAPEUTIC SERVICES, - ANCILLARY AND SUPPORT SERVICES, - PRIMARY CARE & SPECIALTY PHYSICIAN SERVICES, - URGENT CARE SERVICES, - HOME HEALTH SERVICES, - SKILLED NURSING SERVICES AND - HOSPICE SERVICES. THE 11 HOSPITAL LOCATIONS ARE ACUTE CARE FACILITIES WITH INPATIENT, OUTPATIENT, AND EMERGENCY SERVICES. THE SYSTEM INCLUDES A RESIDENTIAL FACILITY ON THE KENNESTONE HOSPITAL CAMPUS, CALLED ATHERTON PLACE. ATHERTON PLACE ALSO HOUSES AN ASSISTED LIVING UNIT AS AN ADDITIONAL LEVEL OF CARE. PAULDING MEDICAL CENTER IS HOME TO A FULL CARE NURSING HOME, PAULDING NURSING CENTER AND WEST GEORGIA MEDICAL CENTER IS ALSO HOME TO TWO FULL CARE NURSING HOMES. VERNON WOODS RETIREMENT COMMUNITY IS AN ASSISTED LIVING FACILITY. KENNESTONE HOSPITAL ALSO OPENED A RESIDENTIAL HOSPICE FACILITY NOT FAR FROM ITS MAIN CAMPUS. THE SYSTEM IS COMPLEMENTED WITH APPROXIMATELY 533 PHYSICIAN PRACTICES AND SEVERAL URGENT CARE CENTERS. THE SYSTEM IS THUS ABLE TO PROVIDE A COMPLETE CONTINUUM OF CARE FOR THE COMMUNITY IT SERVES. THE FOLLOWING STATEMENTS OF COMMUNITY BENEFIT AND PROGRAM SERVICE ACCOMPLISHMENTS REPRESENT SYSTEM-WIDE ACTIVITY FOR WELLSTAR HEALTH SYSTEM, INC. (THE "SYSTEM") - EIN 58-1649541. THE AFFILIATED ENTITIES OF THE WELLSTAR OPERATE AS CHARITABLE ORGANIZATIONS CONSISTENT WITH THE REQUIREMENTS OF INTERNAL REVENUE CODE SECTION 501(C)(3) AND THE "COMMUNITY BENEFIT STANDARD" OF IRS REVENUE RULING 69-545, EXCEPT FOUR OF ITS AFFILIATES THAT OPERATE AS OTHER THAN NOT-FOR-PROFIT ENTITIES INCLUDING (1) WELLSTAR HEALTH PLAN, INC, A STATE OF GEORGIA LICENSED HEALTH MAINTENANCE ORGANIZATION (EIN 46-1922499), (2) PHYSICIAN HOSPITAL ORGANIZATION, INC (EIN 58-2116179), (3) WEST GEORGIA HEALTH PHYSICIANS, INC (EIN 27-5125341), (4) COMMUNITY ASSURANCE COMPANY, LTD., A CAYMAN DOMICILED CAPTIVE INSURANCE COMPANY (EIN 58-1649541). THE SYSTEM MAINTAINS RECORDS TO IDENTIFY AND MONITOR THE LEVEL OF CHARITY CARE IT PROVIDES THROUGH ITS AFFILIATES. THESE RECORDS INCLUDE THE AMOUNT OF CHARGES FOREGONE FOR SERVICES AND SUPPLIES FURNISHED UNDER ITS COMMUNITY FINANCIAL AID POLICY. |
| FINANCIAL & DATA STATISTICS | IN FISCAL YEAR 2025 AND 2024, WELLSTAR AFFILIATE HOSPITALS MADE $1.2 BILLION AND $56.2 MILLION. FINANCIAL DATA AND STATISTICS 2022 (1) 2023 (1) 2024 (1) 2025 (1) Licensed Beds 3,775 2,775 2,729 2,741 Staffed Beds 2,103 1,803 (2) 2,310 2,326 Inpatient Admissions 104,092 103,514 127,931 138,729 Inpatient Census Days 586,122 526,966 652,691 677,845 Observation Patients 26,146 22,134 21,548 20,798 Average Length of Stay 5.46 5.09 5.1 4.89 Average Daily Census 1,556 1,469 1,783 1,896 Outpatient Visits 1,197,691 1,350,792 2,287,668 1,919,917 Emergency Room Visits 558,476 520,914 592,415 609,761 Deliveries 13,626 13,126 14,344 14,953 Inpatient Surgery Cases 19,979 20,252 26,658 28,463 Outpatient Surgery Cases 41,275 42,726 54,407 56,936 Case Mix Index (3) 1.7621 1.7046 1.6842 1.7302 (entire System) Case Mix Index 1.9300 1.8636 1.8492 1.8529 (Kennestone) (1)Does not include utilization statistics for WMCG and its consolidated subsidiaries, acquired August 29, 2023 (2) The reduction in staff beds as of June 30, 2023, is attributable primarily to the closure of AMC, which closed on November 1, 2022 (3)All patient case mix index excluding newborn, inpatient rehab patients and psychiatric patients STRATEGIC COMMUNITY ENGAGEMENT - AS A NOT-FOR-PROFIT HEALTH SYSTEM, WELLSTAR'S PASSION FOR PEOPLE EXTENDS BEYOND OUR SYSTEM AND INTO THE COMMUNITIES WE SERVE. WELLSTAR IS COMMITTED TO ELEVATING OUR COMMUNITIES AND OUR HEALTH SYSTEM'S ROLE AS A TRUSTED LEADER IN ADVANCING COMMUNITY HEALTH AND WELL-BEING THROUGH EFFECTIVE STRATEGIC PARTNERSHIPS, STAKEHOLDER ENGAGEMENT, AND EQUITY DRIVEN APPROACHES WHILE DELIVERING MEANINGFUL IMPACT FOR OUR TEAM MEMBERS, PATIENTS, CONSUMERS, AND THE BROADER COMMUNITY. REINVESTING IN OUR COMMUNITIES AND ENGAGING IN COLLABORATIVE PARTNERSHIPS THAT ALIGN WITH OUR MISSION, VISION, AND VALUES TO IMPROVE THE HEALTH AND WELL-BEING OF ALL THE PEOPLE AND COMMUNITIES WE SERVE ACHIEVES POSITIVE COMMUNITY IMPACT AND OUTCOMES. COMMUNITY BASED PARTNERSHIPS MAY INCLUDE MISSION ALIGNED AND NONPROFIT PARTNERS SUCH AS THE AMERICAN HEART ASSOCIATION, AMERICAN CANCER SOCIETY, GEORGIA ALLIANCE FOR BREAST CANCER, MARCH OF DIMES, ATLANTA COMMUNITY FOOD BANK, MUST MINISTRIES AND OTHER ORGANIZATIONS ADDRESSING PRIORITY HEALTH NEEDS INCLUDING SOCIAL DETERMINANTS OF HEALTH AS DEFINED BY WELLSTAR'S CURRENT COMMUNITY HEALTH NEEDS ASSESSMENTS. PARTNERSHIPS ALSO INCLUDE BUSINESS AND CIVIC ORGANIZATIONS SUCH AS CHAMBERS OF COMMERCE, ROTARY/KIWANIS CLUBS AND LOCAL MUNICIPALITIES TO AMPLIFY WELLSTAR'S HEALTH IMPACT MESSAGING AND TO ALLOW FOR DIRECT SERVICE AND CONTRIBUTION TO THE SUCCESS OF OUR LOCAL COMMUNITIES. ACADEMIC AND WORKFORCE DEVELOPMENT PARTNERS ALIGN WITH WELLSTAR'S STRATEGIES TO CREATE PIPELINES FOR BOTH CLINICAL AND NON-CLINICAL HEALTHCARE CAREERS AND INCLUDE LOCAL SCHOOL DISTRICTS AND OTHER SECONDARY EDUCATION INSTITUTIONS, AND NONPROFIT PARTNERS FOCUSED ON CAREER DEVELOPMENT FOR THE CLIENTS THEY SERVE. WELLSTAR ENGAGES BOTH LEADERS AND TEAM MEMBERS IN COMMUNITY OUTREACH WITH MANY LEADERS SERVING ON COMMUNITY AND NONPROFIT BOARDS AND OUR TEAM MEMBERS INCLUDING INCLUSION COUNCIL AND BUSINESS RESOURCE GROUP MEMBERS SUPPORTING WELLSTAR'S COMMUNITYCARE PROGRAM THAT PROVIDES OPPORTUNITIES TO ENGAGE WITH COMMUNITY PARTNERS THROUGH VOLUNTEERISM AND COMMUNITY SERVICE ACTIVITIES SUCH AS COLLECTION OF GOODS FOR DONATION. WELLSTAR HEALTH SYSTEM'S COMMUNITY ACTIVITIES TO ADDRESS GEORGIA'S NURSING SHORTAGE WELLSTAR HEALTH SYSTEM CONTINUES TO STRENGTHEN ITS COMMUNITY INITIATIVES THROUGH ACADEMIC PARTNERSHIPS TO STRATEGICALLY ADDRESS GEORGIA'S NURSING SHORTAGE. WELLSTAR IS COMMITTED TO BUILDING A STRONGER CLINICAL WORKFORCE TO ENHANCE PRACTICE READY NURSES ENTERING THE PROFESSION. WELLSTAR SERVES AS A PREMIER CLINICAL SITE SUPPORTING SCHOOLS OF NURSING COHORTS AND SENIOR PRACTICUM PLACEMENTS. OUR ACADEMIC PARTNERSHIP MODEL AIMS TO SUPPORT THE STUDENT NURSE EXPERIENCE, FACULTY EXPERIENCE, EDUCATIONAL PROCESS, AND DEVELOPMENT/MENTORING OF OUR NURSING PIPELINE. TO ACHIEVE THE STRATEGIC GOALS THROUGH COMMUNITY ENGAGEMENT, WELLSTAR CONTINUES TO IMPLEMENT TACTICS AND OBJECTIVES TO ATTRACT, RECRUIT, AND RETAIN BEST TALENT FOR THE NURSING CLINICAL WORKFORCE. THE FOLLOWING PARTNERSHIPS ARE A FEW EXAMPLES OF WELLSTAR'S STRATEGIC FOCUS AREAS TO ENHANCE THE CLINICAL WORKFORCE. MERCER UNIVERSITY PARTNERSHIP: WELLSTAR HAS CONTINUED ITS CLINICAL AFFILIATION WITH MERCER UNIVERSITY'S SCHOOL OF NURSING AND ORBIS TO TRAIN AND RECRUIT GRADUATES OF THE ACCELERATED BACHELOR OF SCIENCE (ABSN) PROGRAM. THE ABSN PROGRAM IS DESIGNED FOR INDIVIDUALS HOLDING A NON-NURSING BACHELOR OF SCIENCE (BS) DEGREE, ENABLING THEM TO EARN A BACHELOR OF SCIENCE IN NURSING (BSN) WITHIN 12 MONTHS. WELLSTAR'S RELATIONSHIP WITH MERCER AS A TOP TIER PARTNER OFFERS BENEFITS TO THE ABSN STUDENTS BY PRIORITIZING CLINICAL PLACEMENT REQUESTS IN VARIOUS SPECIALTY AREAS ACROSS THE HEALTH SYSTEM. MERCER STUDENTS ARE ALSO RECRUITED AFTER COMPLETION OF THEIR INITIAL CLINICAL COURSE TO WORK AS AN EXTERN THROUGH WELLSTAR'S NURSE EXTERN PROGRAM. MERCER UNIVERSITY HAS ABOUT 300 NURSES TO GRADUATE EACH YEAR. KENNESAW STATE UNIVERSITY (KSU) PARTNERSHIP: WELLSTAR HAS A LONGSTANDING AFFILIATION WITH KSU, LOCATED WITHIN WELLSTAR'S SERVICE AREA. THIS PARTNERSHIP INCLUDES SIGNIFICANT CONTRIBUTIONS SUCH AS ENDOWMENTS AND GRANTS TO SUPPORT KSU'S EDUCATIONAL PROGRAMS. THE WELLSTAR SCHOOL OF NURSING (WSON), ESTABLISHED THROUGH A TRANSFORMATIONAL GIFT FROM THE WELLSTAR BOARD OF DIRECTORS, PLAYS A CRUCIAL ROLE IN PREPARING NURSING STUDENTS FOR PROFESSIONAL SUCCESS. WELLSTAR PROVIDES APPROXIMATELY 70% OF KSU STUDENT CLINICAL EXPERIENCES AND NEARLY 50% OF CLINICAL FACULTY ARE WELLSTAR NURSES. A $6.2 MILLION GRANT HAS BEEN ALLOCATED TO HIRE ADDITIONAL FACULTY AND STAFF BY 2025 TO ACCOMMODATE INCREASED STUDENT ENROLLMENT AND FUND ANNUAL NURSING SCHOLARSHIPS FOR NEED-BASED STUDENTS. AS A DIRECT RESULT OF THE PARTNERSHIP, KSU IS ON TARGET TO MEET THE GOALS OF THE CONTRACTUAL AFFILIATION BY DOUBLING ENROLLMENT IN THE NURSING PROGRAM AND INCREASING THE NUMBER OF FACULTY TO INCREASE ENROLLMENT OF NURSING STUDENTS. IN JULY OF 2025, WELLSTAR LAUNCHED A CAMPAIGN IN PARTNERSHIP WITH KSU TO RECRUIT EXISTING WELLSTAR APRN FACULTY TO TEACH CLINICALS TO KSU STUDENTS AT WELLSTAR FACILITIES. TO DATE, 9 APRNS AT WELLSTAR HAVE BECOME EMPLOYED AS ADJUNCT CLINICAL FACULTY AT KSU. WELLSTAR IS PROVIDING THESE APRNS AT THE END OF EACH SEMESTER TAUGHT A STIPEND OF $1,500 IN ADDITION TO WHAT THEY EARN FROM KSU. AUGUSTA UNIVERSITY (AU) PARTNERSHIP: WELLSTAR'S NEWEST ACADEMIC PARTNER (AU) IS LAUNCHING A NEW PROGRAM RN TO BSN IN FALL OF 2026 TO INCREASE THE NUMBER OF BSN PREPARED NURSES SPECIFICALLY TARGETING THOSE EMPLOYEES AT WELLSTAR MEDICAL COLLEGE OF GEORGIA. THIS PROGRAM WILL ALLOW EMPLOYEES TO BE CORPORATELY FUNDED FOR THE COST OF THE DEGREE AT AU VIA THE GUILD PROGRAM. CHATTAHOOCHEE TECHNICAL COLLEGE: WELLSTAR CENTER FOR NURSING EXCELLENCE IN ADDITION TO THE WELLSTAR FOUNDATION HAVE FULLY FUNDED ONE CLINICAL FACULTY POSITION TO TEACH AN LPN TO RN PROGRAM FOCUSING ON DEVELOPING LPNS AT WELLSTAR BEGINNING FALL OF 2026. RECRUITMENT IS UNDERWAY BY CHATTAHOOCHEE TECHNICAL COLLEGE FOR THE FACULTY. NURSING CAREER PATHWAY PROGRAM: WELLSTAR CONTINUES TO OPERATIONALIZE THE NURSING CAREER PATHWAY PROGRAM, AN INDUSTRY-DRIVEN INITIATIVE ADDRESSING THE STATEWIDE NEED FOR VARIOUS LEVELS OF NURSING PROFESSIONALS, FROM NURSING ASSISTANTS TO REGISTERED NURSES WITH A BACHELOR'S DEGREE. MEDICAL ASSISTING PATHWAY PROGRAMS: IN ADDITION TO THE MANY NURSING PATHWAY PROGRAMS, WELLSTAR ALSO SUPPORTS COMMUNITY-BASED PIPELINE PROGRAMS FOR CERTIFIED MEDICAL ASSISTANTS (CMA). WELLSTAR PARTNERS WITH KENNESAW STATE UNIVERSITY'S DEPARTMENT OF COMMUNITY AND PROFESSIONAL EDUCATION AND CHATTAHOOCHEE TECHNICAL COLLEGE TO PROVIDE FULLY FUNDED TUITION AND CLINICAL PLACEMENT OPPORTUNITIES FOR MEDICAL ASSISTING CAREER PROGRAMS. GRADUATES OF THESE PROGRAMS PROVIDE CLINICAL SUPPORT IN AMBULATORY CARE SETTINGS THROUGHOUT THE WELLSTAR HEALTH SYSTEM. WELLSTAR SCHOOL OF MEDICAL ASSISTING: IN FEBRUARY 2025, WELLSTAR OPENED AN IN-HOUSE MEDICAL ASSISTING SCHOOL OFFERING AN ACCELERATED PATHWAY TO CERTIFICATION FOR INDIVIDUALS WITH ENTRY-LEVEL HEALTHCARE EXPERIENCE. THE SCHOOL OFFERS A CURRICULUM THAT COMBINES THEORETICAL KNOWLEDGE WITH PRACTICAL EXPERIENCE, ENSURING THAT GRADUATES ARE WELL-EQUIPPED TO HANDLE THE DEMANDS OF MEDICAL ASSISTING ROLES. THE PROGRAM IS EQUIPPED TO PRODUCE 10 NEW CERTIFIED MEDICAL ASSISTANTS EVERY FOUR MONTHS WITH THE CAPABILITY TO SCALE TO 10 NEW CMAS EACH MONTH. HIGH SCHOOLS: AT WELLSTAR, WE'RE PROUD TO PARTNER WITH LOCAL HIGH SCHOOLS TO CONNECT STUDENTS PREPARING FOR HEALTHCARE CAREERS WITH CLINICAL ROTATION AND JOB PLACEMENT OPPORTUNITIES ACROSS OUR FACILITIES. THESE CRITICAL PARTNERSHIPS EQUIP STUDENTS TO SUPPORT OUR CRITICAL ROLES AND ARE PART OF OUR TALENT AND PIPELINE STRATEGY. WITH CMA & CNA PROGRAMS, THESE SCHOOLS TOGETHER WITH WELLSTAR, EQUIP LEARNERS TO GAIN |
| COMMUNITY CLINIC NETWORK (CONT.) | CONGREGATIONAL HEALTH NETWORK WELLSTAR'S CONGREGATIONAL HEALTH NETWORK (CHN) SERVES AS A BRIDGE BETWEEN OUR HEALTHCARE SYSTEM AND FAITH COMMUNITIES. COORDINATED BY A FULL-TIME REGISTERED NURSE WHO SPECIALIZES IN FAITH COMMUNITY NURSING, WELLSTAR'S PROGRAM IS DESIGNED TO ASSIST CONGREGATIONS OF ALL FAITHS TO DEVELOP OR SUPPORT VOLUNTEER OR PAID HEALTH MINISTRIES. WITH MORE THAN 100 CONGREGATIONS AND 1,500 SPIRITUAL CARE PARTNERS, CHN SERVES AS A KEY TO WELLSTAR'S SUCCESSFUL IMPLEMENTATION OF EQUITY-CENTERED PROGRAMS. THROUGH THIS NETWORK, WELLSTAR CAN DIFFUSE INFORMATION, IMPLEMENT PROGRAMS AT TRUSTED NEIGHBORHOOD-BASED SITES AND STRENGTHEN THE ORGANIZATIONS TO PROVIDE WHOLE-PERSON SUPPORT. THE CHN'S "PASSPORT TO HEALTH" PROGRAM EMPOWERS PARTICIPANTS TO OWN THEIR HEALTH CARE WHILE PARTNERING WITH PRACTITIONERS AND COMMUNITY HEALTH WORKERS DURING THEIR JOURNEY OF LEARNING ABOUT HEART AND CARDIAC WELLNESS, WOMEN'S HEALTH, COLORECTAL CANCER SCREENING TOOL KITS, SIGNS OF STROKE, NUTRITIOUS EATING, EXERCISE AND ACTIVE LIVING TIPS, AND MENTAL HEALTH AWARENESS. COMMUNITY CLINIC NETWORK ACCORDING TO THE CHNA ACCESS TO CARE INDICATORS, MANY MEMBERS OF WELLSTAR'S COMMUNITY HAVE CARE ACCESS CHALLENGES IN LARGE PART DUE TO INSURANCE CONSTRAINTS AND PROVIDER ACCESS SHORTAGES. ACCORDING TO HEALTHY PEOPLE 2020, "ACCESS TO COMPREHENSIVE, QUALITY HEALTH CARE SERVICES IS IMPORTANT FOR PROMOTING AND MAINTAINING HEALTH, PREVENTING AND MANAGING DISEASE, REDUCING UNNECESSARY DISABILITY AND PREMATURE DEATH, AND ACHIEVING HEALTH EQUITY." WELLSTAR IS COMMITTED TO SERVING OUR COMMUNITY'S MOST VULNERABLE AND UNDER-RESOURCED POPULATIONS. IN 2016, WELLSTAR 4-1 CARE WAS CREATED TO INCREASE ACCESS TO CARE AND THE CAPACITY OF PARTNERING COMMUNITY CLINICS BY PROVIDING REDUCED-COST OUTPATIENT MEDICAL SERVICES. RESEARCH HAS SHOWN THAT WHEN HEALTHCARE SYSTEMS LIKE WELLSTAR PARTNER WITH COMMUNITY SAFETY-NET CLINICS, THE FOLLOWING CAN OCCUR. . REDUCTION IN EMERGENCY DEPARTMENT VISITS . REDUCTION IN AVOIDABLE READMISSIONS . INCREASE IN PATIENT SATISFACTION SCORES PREVENT ILLNESS BY PROMOTING HEALTHY BEHAVIORS IN PEOPLE WITHOUT RISK FACTORS (E.G., DIET AND EXERCISE COUNSELING) . PREVENT ILLNESS BY PROVIDING PROTECTION TO THOSE AT RISK (E.G., CHILDHOOD VACCINATIONS) . IDENTIFY AND TREAT PEOPLE WITH NO SYMPTOMS, BUT WHO HAVE RISK FACTORS, BEFORE THE CLINICAL ILLNESS DEVELOPS (E.G., SCREENING FOR HYPERTENSION OR DIABETES) THE COMMUNITY CLINIC NETWORK HAS EVOLVED TO ADVANCE WELLSTAR'S ABILITY TO SUPPORT COMMUNITY ACCESS TO CARE AND SOCIAL SUPPORT SERVICES. AS WELLSTAR'S GEOGRAPHICAL FOOTPRINT HAS EXPANDED, WELLSTAR IS ALSO COMMITTED TO FORGING NEW PARTNERSHIPS WITH COMMUNITY CLINICS (I.E., COMMUNITY SAFETY-NET CLINICS, COMMUNITY HEALTH CENTERS AND FEDERALLY QUALIFIED HEALTH CENTERS) TO MORE COLLECTIVELY ACHIEVE OPTIMAL OUTCOMES FOR MORE MEDICALLY UNDERSERVED AND UNINSURED RESIDENTS. IN ADDITION, THE COMMUNITY CLINIC NETWORK EVOLVED TO INCLUDE COMMUNITY BENEFIT SUPPORT OF WELLSTAR'S GRADUATE MEDICAL EDUCATION (GME) CLINICS. IN ALIGNMENT WITH WELLSTAR'S FINANCIAL ASSISTANCE PROGRAM (FAP), THESE COMMUNITY-BASED CLINICS PROVIDE CHARITABLE DISCOUNTED OR FREE CARE BASED ON SOCIOECONOMIC FACTORS LIKE A PATIENT'S HOUSEHOLD INCOME, INSURANCE STATUS AND/OR FAMILY SIZE. THESE CLINICS HELP SOME OF WELLSTAR'S MOST UNDER-RESOURCED AND VULNERABLE COMMUNITY MEMBERS RECEIVE MEDICAL SERVICES LIKE CHRONIC DISEASE MANAGEMENT, WELLNESS EXAMS, VACCINATIONS AND MEDICATION COUNSELING. IN PARTNERSHIP WITH PHYSICIAN LEADERSHIP, GRADUATE MEDICAL EDUCATION (GME) RESIDENTS SERVE PATIENTS AT THE SHEFFIELD AND KENNESTONE CLINICS THROUGHOUT WELLSTAR'S FOOTPRINT, INCLUDING PROXIMATE LOCATIONS TO KENNESTONE, COBB, DOUGLAS, AND SPALDING REGIONAL HOSPITALS. TO SUPPORT THESE WELLSTAR GME RESIDENT PHYSICIANS SERVING AT GME CLINICS, STRUCTURED EDUCATION HAS BEEN PROVIDED TO HELP RESIDENTS BETTER UNDERSTAND HEALTH DISPARITIES, HEALTH EQUITY AND COMMUNITY HEALTH PRIORITIES. THROUGH THE COMMUNITY CLINIC NETWORK, WELLSTAR WILL CONTINUE TO LEVERAGE THE FACT THAT COMMUNITY-BASED CLINICS ARE LONG RECOGNIZED FOR THEIR ABILITY TO EFFECTIVELY IMPROVE AND EXPAND PATIENT ACCESS TO MEDICAL, DENTAL AND MENTAL HEALTH SERVICES. COMMUNITY TRANSFORMATION PROGRAM ACCESS TO HEALTH CARE IMPACTS AN INDIVIDUAL'S ABILITY TO OBTAIN AND MAINTAIN ADEQUATE PHYSICAL, SOCIAL AND MENTAL HEALTH STATUS. WELLSTAR'S CHNA IDENTIFIED BOTH THE NEED FOR ACCESS TO HEALTH CARE AND SOCIAL SUPPORT AS LEADING HEALTH CONCERNS FOR DISPARATE AND UNDERSERVED COMMUNITIES. DURING THE COVID-19 PANDEMIC, UNDERSERVED COMMUNITIES INCREASINGLY EXPERIENCED HEALTH DISPARITIES AND GAPS IN SUPPORT; COMMUNITY-BASED ORGANIZATIONS EXPERIENCED NEED FOR RELIABLE AND SUSTAINABLE SOLUTIONS FOR OFFERING VIRTUAL CARE. WELLSTAR CENTER FOR HEALTH EQUITY'S COMMUNITY TRANSFORMATION PROGRAM PROVIDES A SCALABLE SOLUTION FOR IMPROVING ACCESS TO CARE IN PARTNERSHIP WITH TRUSTED COMMUNITY NON-PROFIT ORGANIZATIONS. EACH YEAR, WELLSTAR FUNDS A COHORT OF INITIATIVES THAT LEVERAGE TECHNOLOGY TO PRODUCE LONG-TERM, SUSTAINABLE CHANGES IN THE COMMUNITIES WE SERVE. INITIATIVES ARE EXPECTED TO BE TAILORED TO A COMMUNITY NEED AND ALIGN WITH EACH PARTNER'S MISSION. AT THE END OF 12 MONTHS, PARTNERS ARE EXPECTED TO DEMONSTRATE IMPROVEMENTS IN: . ACCESS TO HEALTH CARE SO THAT RESIDENTS RECEIVE TIMELY, HIGH-QUALITY AND CULTURALLY APPROPRIATE MEDICAL CARE WHEN THEY NEED IT; OR, . ACCESS TO SOCIAL DETERMINANTS OF HEALTH SUPPORT SERVICES SO THAT RESIDENTS RECEIVE TIMELY, HIGH-QUALITY FOOD, EMPLOYMENT, HOUSING, TRANSPORTATION, EDUCATION AND LEGAL RESOURCES TO IMPROVE DAILY LIVING WHEN THEY NEED IT. THE COMMUNITY TRANSFORMATION PROGRAM RECEIVED AN HONORABLE MENTION BY THE AMERICAN HOSPITAL ASSOCIATION FOR ITS IMPACT IN COLLABORATING WITH PARTNERS TO IMPROVE THE HEALTH OF COMMUNITIES. A 2025 EVALUATION OF THE COMMUNITY TRANSFORMATION PROGRAM INDICATED THAT INITIATIVES HAVE REACHED OVER 13,000 CLIENTS; AND, SAVED 2,250 CLIENTS AN ESTIMATED $225,000 - $1,000,000 IN EMERGENCY ROOM VISITS AVERTED. SOUL SUPPORT TO ADDRESS THE BEHAVIORAL NEEDS OF COMMUNITY MEMBERS AND MITIGATE THE ROLE OF MENTAL HEALTH STIGMA, WELLSTAR LAUNCHED AN INITIATIVE CALLED SOUL SUPPORT, WHICH INCLUDES THREE EVIDENCE-BASED PROGRAMS TO PROVIDE MENTAL HEALTH EDUCATION AND SUPPORT. THE FOLLOWING PROGRAMS ARE FACILITATED THROUGH WELLSTAR'S CONGREGATIONAL HEALTH NETWORK, WHEREBY PROGRAMS TAKE PLACE AT FAITH-BASED ORGANIZATIONS. 1. WELLSTAR PARTNERS WITH ATLANTA REGIONAL COMMISSION'S HEALTHY AGING DIVISION TO PROVIDE "POWERFUL TOOLS FOR CAREGIVERS" - A SIX-WEEK SERIES SPECIFICALLY DESIGNED TO HELP CAREGIVERS LEARN TO TAKE BETTER CARE OF THEMSELVES. POWERFUL TOOLS IS PRESENTED BY CERTIFIED LAY LEADERS. THE WORKSHOP USES AN EVIDENCE-BASED CURRICULUM THAT HAS BEEN FOUND TO HAVE SIGNIFICANT POSITIVE RESULTS FOR PARTICIPANTS. 2. QUESTION, PERSUADE AND REFER (QPR) INSTITUTE STARTED AS A JOINT EFFORT WITH A WASHINGTON STATE MENTAL HEALTH CENTER AND THEIR MISSION IS TO "SAVE LIVES AND REDUCE SUICIDAL BEHAVIORS BY PROVIDING INNOVATIVE, PRACTICAL AND PROVEN SUICIDE PREVENTION TRAINING." THE PRIMARY OBJECTIVES ARE TO TRAIN PARTICIPANTS TO UNDERSTAND THE NATURE AND RANGE OF SUICIDAL COMMUNICATIONS AND HOW TO INTERVENE ON BEHALF OF SUICIDAL AND IN-CRISIS PEOPLE, PROVIDING LOCAL MENTAL HEALTH RESOURCES AS WELL. QPR IS USED TO HELP SAVE LIVES FROM SUICIDE BY TRAINING INDIVIDUALS HOW TO RECOGNIZE THE WARNING SIGNS OF A SUICIDE CRISIS AND HOW TO "QUESTION, PERSUADE AND REFER SOMEONE TO HELP." 3. MENTAL HEALTH FIRST AID IS A PUBLIC EDUCATION PROGRAM "THAT CAN HELP COMMUNITIES UNDERSTAND MENTAL ILLNESSES, SEEK TIMELY INTERVENTION, AND SAVE LIVES." BY PROVIDING EDUCATION SURROUNDING MENTAL ILLNESS AS WELL AS RESOURCES AVAILABLE IN THEIR AREA, FAITH-BASED LEADERS WILL BE MORE KNOWLEDGEABLE IN WAYS TO SUPPORT THEIR CONGREGANTS. IT WAS DEVELOPED IN 2001 WITH THE GOAL OF PROVIDING PARTICIPANTS WITH THE TOOLS NEEDED TO START A CONVERSATION ABOUT MENTAL HEALTH AND SUBSTANCE USE PROBLEMS AS WELL AS RESOURCES AVAILABLE. WELLSTAR RECEIVED PHILANTHROPIC FUNDING TO EXPAND "SOUL SUPPORT" TO INCLUDE FREE, VIRTUAL BEHAVIORAL HEALTH CARE FOR COMMUNITY RESIDENTS UNABLE TO RECEIVE CARE TRADITIONALLY DUE TO COST, TRANSPORTATION CHALLENGES, OR LIMITED ACCESS TO BROADBAND SERVICES. FURTHER EXPANSION OF SOUL SUPPORT HAS INCLUDED THE DISTRIBUTION OF GRANTS TO CONGREGATIONS TO ESTABLISH OR EXPAND BEHAVIORAL HEALTH PROGRAMMING. COLORECTAL CANCER SCREENING SINCE PARTNERING WITH BLKHLTH FOR THE NATIONAL #GOODDOWNTHERE CAMPAIGN IN COLLABORATION WITH COTTONELLE, WELLSTAR COMMUNITY HEALTH AND CENTER FOR HEALTH EQUITY HAS CONTINUED ITS REGIONAL COLORECTAL CANCER SCREENING PROGRAM. COLORECTAL CANCER, ALSO CALLED COLON OR RECTAL CANCER, IS THE THIRD MOST COMMON CANCER IN THE UNITED STATES AND THE SECOND MOST COMMON CANCER-RELATED DEATH. WELLSTAR DISTRIBUTES COMPLIMENTARY COLORECTAL CANCER SCREENING KITS, COMPLETE WITH EDUCATION ON FINDING RESOURCES FOR SOCIAL AND FOLLOW-UP CARE, TO CONGREGATION |
| BREAST CANCER SCREENING | FOR THE PAST TEN YEARS, WELLSTAR HAS PROVIDED BREAST SCREENING AND DIAGNOSTIC SERVICES TO INDIVIDUALS WHO LACK ACCESS TO OR ARE UNABLE TO AFFORD THESE LIFE-SAVING SERVICES WITHIN WELLSTAR'S SERVICE AREAS. BY PROVIDING THESE SERVICES AT NO COST TO THOSE IN NEED, WE SEEK TO ELIMINATE EXISTING BREAST CANCER DISPARITIES AND DECREASE THE NUMBER OF LATE-STAGE BREAST CANCER DIAGNOSES BY PROVIDING ACCESS TO HEALTHCARE WITHIN THE COMMUNITIES WE SERVE. THIS PROGRAM INCREASES THE NUMBER OF REGULAR MAMMOGRAM SCREENINGS AND DIAGNOSTIC SERVICES PROVIDED, PARTICULARLY WITHIN HIGH-RISK COMMUNITIES, ENABLING WELLSTAR HEALTHCARE PROVIDERS TO DETECT BREAST CANCER AT AN EARLIER STAGE AND RESULTING IN BETTER TREATMENT OPTIONS AND IMPROVED OUTCOMES FOR OUR COMMUNITY MEMBERS. TO IDENTIFY PATIENTS WHO NEED ACCESS TO THESE SERVICES MOST, WE PARTNER WITH LOCAL HEALTH DEPARTMENTS, COMMUNITY CLINICS, A CONGREGATIONAL NURSE NETWORK AND A ROBUST LIST OF OTHER TRUSTED COMMUNITY ORGANIZATIONS. THE WELLSTAR PHYSICIAN LIAISON TEAM AND WELLSTAR CLINICAL PARTNERS TEAM ALSO WORKS WITH 3,000+ WELLSTAR MEDICAL GROUP PHYSICIANS AND PARTNER PHYSICIANS THROUGHOUT OUR SERVICE AREA TO GENERATE REFERRALS TO THE PROGRAM. PROSTATE CANCER SCREENING TO INCREASE ACCESS TO SCREENING AND EDUCATION RESOURCES IN MEDICALLY UNDERSERVED COMMUNITIES, WELLSTAR COMMUNITY HEALTH PARTNERS WITH WELLSTAR UROLOGY, WELLSTAR LABORATORY OUTREACH SERVICES, AND FAITH COMMUNITIES WITHIN THE WELLSTAR CONGREGATIONAL HEALTH NETWORK TO OFFER FREE PROSTATE CANCER SCREENINGS IN HIGH-RISK ZIP CODES. SUCCESS STORIES HAVE INCLUDED PARTICIPANTS PREVIOUSLY IN REMISSION FOR PROSTATE CANCER RECEIVING ABNORMAL PSA RESULTS, LEADING TO FURTHER TESTING AND THE RESUMPTION OF TREATMENT. MOBILE MARKET PROGRAM IN 2020, WELLSTAR LAUNCHED A MOBILE MARKET PROGRAM TO FEED MORE THAN 700 METRO ATLANTA AT-RISK FAMILIES ACROSS SIX GEORGIA COUNTIES. IN COLLABORATION WITH GOODR, THE JOINT INITIATIVE ADDRESSES FOOD ACCESS FOR VULNERABLE COMMUNITIES IN WELLSTAR'S SERVICE AREAS. THE SPRING-SUMMER MOBILE MARKET PROGRAM INCLUDED SEVEN COMMUNITY-BASED LOCATIONS THAT PROVIDED FREE, FRESH AND HEALTHY FOOD OPTIONS MONTHLY TO 100 FAMILIES IN NEED AT EACH LOCATION. THROUGH WELLSTAR FOUNDATION AND VITAL COMMUNITY FUNDING, GOODR PROVIDED FOOD AND STAFFING SUPPORT FOR THIS PROGRAM, REGISTERED PARTICIPANTS AND PROVIDED IMPACT REPORTING EACH MONTH. WELLSTAR PROVIDED PROGRAM LOGISTICAL SUPPORT, PARTICIPANT INCENTIVES AND NUTRITION EDUCATION. NEW COMMUNITY PARTNERS HELPED RECRUIT VOLUNTEERS AND SET UP FOOD DISTRIBUTION SITES IN KEY SERVICE AREAS, INCLUDING COBB, TROUP, FULTON, SPALDING, PAULDING, AND DOUGLAS COUNTIES. SINCE THEN, THE WELLSTAR MOBILE MARKET PROGRAM HAS EXPANDED TO INCLUDE: . THE ADDITION OF BUTTS COUNTY AS A PRIORITY LOCATION, . ON-SITE HEALTH EDUCATION IN ALIGNMENT WITH HEALTH AWARENESS MONTHS, AND . AVAILABILITY OF A BENEFITS SPECIALIST TO ASSIST FAMILIES WITH ENROLLMENT INTO PUBLIC FOOD PROGRAMS. SINCE INCEPTION, THE MOBILE MARKET PROGRAM HAS SERVED 18,000 REGISTRANTS THROUGHOUT THE WELLSTAR FOOTPRINT. THIRTY-NINE PERCENT (38%) OF REGISTRANTS INDICATE DELAYING OR AVOIDING MEDICAL VISITS TO AFFORD FOOD. FOOD RESCUE PROGRAM IN GEORGIA, FOOD RESIDUALS MAKE UP 12% OF LANDFILL WASTE ANNUALLY. THAT'S NEARLY 151 POUNDS OF FOOD PER GEORGIAN EVERY YEAR, A TOTAL OF 1.6 BILLION POUNDS OF TRASH ANNUALLY IN GEORGIA. THIS AMOUNT OF FOOD WASTE ALSO WASTES $1.92 BILLION EACH YEAR. IN PARTNERSHIP WITH SECOND HELPINGS ATLANTA AND GOODR, WELLSTAR LAUNCHED A FOOD RESCUE PROGRAM. THROUGH THIS PROGRAM, HIGH-QUALITY AND NUTRITIOUS FOOD FROM WELLSTAR EATERIES, INCLUDE SELECT HOSPITAL CAFETERIAS, IS PICKED UP AND REDISTRIBUTED TO NON-PROFIT ORGANIZATIONS THROUGHOUT WELLSTAR'S SERVICE AREA. BY RECAPTURING FRESH FOOD THAT MIGHT OTHERWISE BE DISCARDED, WE REDUCE FOOD WASTE WHILE GUARANTEEING ACCESS TO FRESH PRODUCE AND HEALTHY MEALS FOR EMERGENCY FOOD PROGRAMS AND INDIVIDUALS IN NEED. THE GOAL IS TO BECOME A ZERO-FOOD WASTE HEALTHCARE SYSTEM IN THE NEXT TEN YEARS. SINCE INCEPTION, WELLSTAR HAS DIVERTED OVER 40,000 POUNDS OF FOOD FROM LANDFILLS. LIVE TO THE BEAT. POWERED BY WELLSTAR. WELLSTAR SERVES AS A PARTNER OF THE LIVE TO THE BEAT CAMPAIGN, A NATIONALLY RECOGNIZED PROGRAM LED BY THE CDC FOUNDATION AND THE MILLION HEARTS INITIATIVE, AIMED TO HELP ADULTS TAKE STEPS TO PREVENT HEART DISEASE AND STROKE. OTHER STRATEGIC PARTNERS INCLUDE AMERICAN HEART ASSOCIATION, THE WELLSTAR CENTER FOR CARDIOVASCULAR CARE, AND UNITED WAY OF GREATER ATLANTA. THE LIVE TO THE BEAT PROGRAM UTILIZES A COMMUNITY HEALTH WORKER TO SERVE AS A HEALTH COACH TO EMPOWER INDIVIDUAL MEMBERS OF FAITH COMMUNITIES, IDENTIFIED THROUGH WELLSTAR'S CONGREGATIONAL HEALTH NETWORK, TO BE ADVOCATES IN THEIR OWN HEALTH JOURNEY. OVER A 12-MONTH JOURNEY, THE PROGRAM FOCUSES ON SUPPORTING THE MEMBERS THROUGH 8+ ESSENTIAL "SMALL STEPS" TO SUSTAINABLEHEART HEALTH. RESULTS FROM THE 2025 PILOT INDICATED HIGH PARTICIPANT ENGAGEMENT, OVER 80% OF PARTICIPANTS ADOPTING POSITIVE LIFESTYLE CHANGES, AND UP TO 61% OF PARTICIPANTS EXPERIENCING BLOOD PRESSURE IMPROVEMENTS. SOME PARTICIPANTS REDUCED HYPERTENSION MEDICATION USAGE. OPERATION M.I.S.T. (MONITOR | INTERVENE | SURVIVE | THRIVE) OPERATION M.I.S.T. PROMOTES MATERNAL VITALITY BY REDUCING MATERNAL MORTALITY WITH A MISSION TO MONITOR PHYSIOLOGICAL CHANGES IN CONCEIVING, PREGNANT AND POSTPARTUM BIRTH GIVERS. WELLSTAR PARTNERS WITH OPERATION M.I.S.T TO PROVIDE SUPPORT FOR 40 BIRTH GIVERS FROM SPALDING AND BUTTS COUNTIES. PARTICIPANTS WILL USE GARMIN-POWERED SMART WATCHES TO MONITOR THEIR HEALTH STATUS, COLLABORATE WITH THEIR CARE TEAM, AND PROVIDE HEALTH EDUCATION AND PROMOTION. AS A WRAPAROUND SERVICE, WELLSTAR COMMUNITY HEALTH SUPPORT THIS PARTNERSHIP BY PROVIDING AN ASSESSMENT OF SOCIAL DETERMINANTS OF HEALTH (SDOH) AND RESOURCE REFERRAL CONNECTION FOR EACH OF THE PARTICIPANTS. THE PARTNERSHIP HAS SUPPORTED DISTRIBUTION OF OVER 4,800 CARE PACKAGES THROUGHOUT GEORGIA. PILOT RESULTS INDICATE OVER 269 TOTAL INTERVENTIONS CONDUCTED AND 46 CLOSED-LOOP REFERRALS TO ADDRESS PARTICIPANT SOCIAL DETERMINANTS OF HEALTH (SDOH) NEEDS. PERINATAL KIT PROGRAM WITH HEALTHY MOTHERS, HEALTHY BABIES TO ADDRESS THE MATERNAL HEALTH CRISIS THROUGH AN EQUITY LENS, WELLSTAR COMMUNITY HEALTH AND WELLSTAR CENTER FOR HEALTH EQUITY HAS PARTNERED WITH HEALTHY MOTHERS, HEALTHY BABIES COALITION OF GEORGIA (HMHBGA). HMHBGA HAS IMPACTED THE HEALTH AND WELLBEING OF WOMEN, CHILDREN, AND FAMILIES FOR THE PAST 40 YEARS BY SUPPORTING THE COMMUNITY THROUGH DIRECT SERVICES, ADVOCACY, AND COMMUNITY EDUCATION. WELLSTAR'S PARTNERSHIP TO HELP EXPAND THE ORGANIZATION'S PERINATAL CARE PACKAGE PROJECT (PCP) PROVIDES SUPPORT TO PREGNANT AND POSTPARTUM BIRTH GIVERS AND ENCOURAGES POSITIVE MATERNAL HEALTH AND WELLNESS BY PROVIDING VITAL RESOURCES AND EDUCATION. THE PARTNERSHIP REACHES 150 BIRTH GIVERS PER MONTH WHO RESIDE IN GEORGIA'S MOST VULNERABLE COMMUNITIES. SINCE PARTNERSHIP INCEPTION, WELLSTAR HAS: . SUPPORTED EXPANDING THE MONTHLY REACH FROM 150 TO 200 BIRTH GIVERS; AND . PROVIDED EDUCATION ON COVID-19 AND MENTAL HEALTH RESOURCES IN THE COMMUNITY. THE PARTNERSHIP HAS SUPPORTED DISTRIBUTION OF OVER 5,700 CARE PACKAGES THROUGHOUT GEORGIA. WELLSTAR PARTNERS WITH CLARK ATLANTA UNIVERSITY FOR TRAINING AND DEPLOYMENT THE SOCIAL WORK STUDENT ROTATION PROGRAM IS SUPPORTED THROUGH COLLABORATION WITH CLARK ATLANTA UNIVERSITY'S WHITNEY M. YOUNG JR. SCHOOL OF SOCIAL WORK. MASTER'S LEVEL SOCIAL WORK STUDENTS SPEND AN ACADEMIC YEAR INTERNING WITH WELLSTAR COMMUNITY HEALTH, SUPPORTING INITIATIVES OF THE DEPARTMENT AS WELL AS PATIENTS OF WELLSTAR GME INTERNAL MEDICINE. THE ROTATION WILL ENSURE STUDENT UNDERSTANDING OF THE INFLUENCE OF SOCIAL DETERMINANTS OF HEALTH WITH HEALTH OUTCOMES. PATIENTS AND COMMUNITY MEMBERS WILL BENEFIT FROM IMPROVED ACCESS TO SOCIAL SUPPORT SERVICES TO IMPROVE THEIR HEALTH. PERSONS WHO RECEIVE SUPPORT FROM THE SOCIAL WORK STUDENT INTERN REPORT IMPROVED OVERALL WELL-BEING. |
| COMMITMENT TO THE COMMUNITY | THE SYSTEM ALSO PARTICIPATES IN CERTAIN GOVERNMENTAL INSURANCE PROGRAMS, INCLUDING MEDICARE AND MEDICAID. UNDER THESE PROGRAMS, THE SYSTEM PROVIDES CARE TO PATIENTS AT PAYMENT RATES WHICH ARE DETERMINED BY THE FEDERAL AND STATE GOVERNMENTS, REGARDLESS OF THE SYSTEM'S ACTUAL CHARGES. IN MOST CASES, THESE PROGRAMS PAY THE SYSTEM AT AMOUNTS WHICH ARE LESS THAN ITS COST OF PROVIDING SERVICES. THE FOLLOWING IS THE COST TO PROVIDE CARE TO THOSE PATIENTS QUALIFYING FOR COMMUNITY FINANCIAL AID ALONG WITH THE UNREIMBURSED COST OF PROVIDING CARE TO MEDICARE AND MEDICAID BENEFICIARIES AND OTHER PATIENTS. THESE COSTS ARE DETERMINED USING A COST-TO-CHARGE RATIO. COST OF PROVIDING CHARITY CARE- $211,698 UNREIMBURSED COST OF PROVIDING CARE TO MEDICAID BENEFICIARIES- $29,397 UNREIMBURSED COST OF PROVIDING CARE TO MEDICARE BENEFICIARIES- $645,922 UNREIMBURSED COST OF PROVIDING CARE TO OTHER PATIENTS- $281,259 COST OF OTHER COMMUNITY PROGRAMS- $36,575 TOTAL UNCOMPENSATED CARE AND COMMUNITY PROGRAMS- $1,204,851 COMMUNITY INVESTMENTS- FUNDS BACK INTO INFRASTRUCTURE- $489,840 COMMUNITY INVESTMENTS- ALLIED HEALTH/MEDICAL EDUCATION- $24,953 COMMUNITY INVESTMENTS- OPERATIONS- STAFF/SOFTWARE- $2,444 TOTAL COMMUNITY INVESTMENTS- $514,793 WELLSTAR CONTINUES TO PARTICIPATE IN THE CENTER FOR MEDICARE AND MEDICAID SERVICES (CMS) MEDICARE SAVINGS PROGRAM AS AN ACCOUNTABLE CARE ORGANIZATION (ACO). WELLSTAR'S ACO IS ONE OF THE LARGEST ACOS IN GEORGIA AND IT HAS 5,671 PHYSICIANS INCLUDING 49,062 MEMBERS. THE ACO HAS BEEN RECOGNIZED AS ONE OF THE TOP 100 ACO'S IN THE COUNTRY. THE PROGRAM HAS BEEN SUCCESSFUL THROUGH A FOCUS ON WELLNESS AND THE IMPROVED MANAGEMENT OF CHRONIC ILLNESSES AND THE RELATED COORDINATION OF CARE, TO ENSURE PATIENTS, ESPECIALLY CHRONICALLY ILL, GET THE RIGHT CARE AT THE RIGHT TIME TO MAINTAIN THEIR OPTIMAL HEALTH AND AVOID THE NEED FOR HIGH-COST EMERGENCY AND HOSPITAL CARE. WELLSTAR AWARDS RECEIVED FY25 . THE TRAUMA SURGERY UNIT AT WELLSTAR KENNESTONE REGIONAL MEDICAL CENTER RECEIVED THE PRESTIGIOUS ACADEMY OF MEDICAL-SURGICAL NURSES (AMSN) PRISM AWARD, AN HONOR THAT RECOGNIZES EXCEPTIONAL NURSING PRACTICE, LEADERSHIP AND OUTCOMES IN HOSPITAL MEDICAL-SURGICAL UNITS. THE AWARD, WHICH STANDS FOR "PREMIER RECOGNITION IN THE SPECIALTY OF MED-SURG," IS THE FIRST OF ITS KIND, HONORING MED-SURG NURSING UNITS IN THE UNITED STATES AND INTERNATIONALLY. IT IS CO-SPONSORED BY THE AMSN AND MEDICAL-SURGICAL NURSING CERTIFICATION BOARD. THE AWARD IS GIVEN TO OUTSTANDING ACUTE CARE/MED-SURG UNITS OR ADULT/PEDIATRIC UNITS CLASSIFIED AS MED-SURG. . WELLSTAR KENNESTONE AND WELLSTAR WEST GEORGIA MEDICAL CENTERS RECEIVED THE GEORGIA OGLETHORPE AWARD FROM THE STERLING COUNCIL. THE STERLING COUNCIL IS A PUBLIC/PRIVATE NOT-FOR-PROFIT CORPORATION SUPPORTED BY THE EXECUTIVE OFFICE OF THE GOVERNOR. THE COUNCIL OVERSEES THE GOVERNOR'S STERLING AWARD FOR PERFORMANCE EXCELLENCE AND THE GEORGIA OGLETHORPE AWARD, WHICH IS BASED ON THE NATIONAL MALCOLM BALDRIGE AWARD, WITH AWARDS BEING PRESENTED ANNUALLY TO HIGH-PERFORMING, ROLE-MODEL ORGANIZATIONS, BOTH PRIVATE AND PUBLIC, THAT DEMONSTRATE SUPERIOR MANAGEMENT APPROACHES AND ROLE-MODEL RESULTS. . WELLSTAR WEST GEORGIA MEDICAL CENTER AND SYLVAN GROVE MEDICAL CENTER RECEIVED THE SUSTAINED EXCELLENCE AWARD FROM THE FLORIDA STERLING COUNCIL. THE GOVERNOR'S STERLING SUSTAINED EXCELLENCE AWARD IS DESIGNED TO ENABLE STERLING AWARD RECIPIENTS TO RETAIN THEIR ROLE MODEL STATUS. THIS HIGH-LEVEL ASSESSMENT PROCESS EXAMINES HOW WELL AN ORGANIZATION HAS STRENGTHENED, IMPROVED AND INNOVATED WINNING SYSTEMS TO ENSURE LONG-TERM SUCCESS AND SUSTAINABILITY IN A COMPETITIVE ENVIRONMENT. HIGHLY TRAINED EXAMINERS REVIEW AND EVALUATE THE APPLICATION AND CLARIFY AND VERIFY THE ORGANIZATION'S RESPONSES THROUGH INTERVIEWS WITH LEADERS AND PERFORMANCE EXCELLENCE PROFESSIONALS. . THE ATLANTA BUSINESS CHRONICLE NAMED WELLSTAR HEALTH SYSTEM AS ONE OF THE HEALTHIEST EMPLOYERS IN THE EXTRA-LARGE COMPANY CATEGORY, RECOGNIZING INNOVATIVE ORGANIZATIONS THAT HAVE CREATED ROBUST AND HEALTHY WORKPLACE PROGRAMS. THE ATLANTA BUSINESS CHRONICLE'S HEALTHIEST EMPLOYER AWARD IS BASED ON THE ANALYSIS OF OVER 60 SCORED QUESTIONS WITH MORE THAN 600 DATA POINTS FOR SCORING AND BENCHMARKING. . WELLSTAR HEALTH SYSTEM, ONE OF GEORGIA'S LARGEST AND MOST INTEGRATED HEALTH SYSTEMS, WAS RANKED IN THE TOP 10 BEST WORKPLACES IN HEALTH CARE BY FORTUNE IN THE LARGE COMPANY CATEGORY. TO DETERMINE THE BEST WORKPLACES IN HEALTH CARE LIST, GREAT PLACE TO WORK ANALYZED THE SURVEY RESPONSES OF OVER 161,000 EMPLOYEES FROM GREAT PLACE TO WORK-CERTIFIED COMPANIES IN THE HEALTHCARE INDUSTRY. . DIVERSITYINC INCLUDED WELLSTAR AMONG 20 ORGANIZATIONS ON ITS 2024 LIST OF TOP HOSPITALS AND HEALTH SYSTEMS FOR DIVERSITY. THE TOP HOSPITALS AND HEALTH SYSTEMS SPECIALTY LIST IS INCLUDED IN DIVERSITYINC'S ANNUAL TOP 50 COMPANIES FOR DIVERSITY RANKING, WHICH RECOGNIZES COMPANIES THAT HIRE, RETAIN AND PROMOTE WOMEN, MINORITIES, PEOPLE WITH DISABILITIES, LGBTQ+ INDIVIDUALS AND VETERANS. DIVERSITY IS SCORED ON SIX KEY AREAS: LEADERSHIP ACCOUNTABILITY, HUMAN CAPITAL DIVERSITY METRICS, TALENT PROGRAMS, WORKFORCE PRACTICES, SUPPLIER DIVERSITY AND PHILANTHROPY. . BECKER'S HOSPITAL REVIEW HAS NAMED WELLSTAR HEALTH SYSTEM AS ONE OF ITS SPINE AND NEUROSURGERY PROGRAMS TO WATCH. THIS LIST OF 53 HEALTH SYSTEMS AND HOSPITALS NATIONWIDE RECOGNIZES THOSE DEDICATED TO EXPANDING NEUROSURGICAL CARE AND PROVIDING WORLD-CLASS NEURO TREATMENTS. THOSE ON THE LIST HAVE EARNED NATIONAL RECOGNITION FOR HAVING TOP SPINE AND NEUROSURGERY PROGRAMS. . WELLSTAR HEALTH SYSTEM WAS NAMED BY FORTUNE AS ONE OF AMERICA'S MOST INNOVATIVE COMPANIES FOR 2024, WHICH HONORS 300 COMPANIES TRANSFORMING INDUSTRIES FROM THE INSIDE OUT. NEARLY EVERY COMPANY ON THIS LIST POSTED REVENUE GROWTH IN THE LAST THREE YEARS. FORTUNE PARTNERED WITH MARKET RESEARCH AND DATA COMPANY STATISTA TO COMPILE AMERICA'S MOST INNOVATIVE COMPANIES. THE LIST IS BUILT ON THREE PILLARS: PRODUCT INNOVATION, PROCESS INNOVATION AND INNOVATION CULTURE. . ALL EIGHT OF WELLSTAR'S INPATIENT STROKE PROGRAMS HAVE ACHIEVED AN AMERICAN HEART ASSOCIATION/AMERICAN STROKE ASSOCIATION GET WITH THE GUIDELINES - QUALITY ACHIEVEMENT AWARD. THE AWARDS RECOGNIZE HOSPITALS THAT DEMONSTRATE COMPLIANCE IN EACH OF THE SEVEN GET WITH THE GUIDELINES- STROKE ACHIEVEMENT MEASURES. |
| FORM 990, PART IV, LINE 12B | AUDITED FINANCIAL STATEMENTS WELLSTAR HEALTH SYSTEM, INC WELLSTAR HEALTH SYSTEM, INC., AND ITS CONTROLLED AFFILIATES ARE AUDITED ON AN ANNUAL BASIS BY AN OUTSIDE AUDITING FIRM, KPMG, AND AS PART OF THAT AUDIT A CONSOLIDATED FINANCIAL STATEMENT IS ISSUED. THE INDEPENDENT AUDITORS REPORT INCLUDES THE ACCOUNTS OF WELLSTAR AND ITS CONTROLLED AFFILIATES INCLUDING AU MEDICAL CENTER, INC., AU MEDICAL ASSOCIATES, INC., COBB HOSPITAL, INC., DOUGLAS HOSPITAL INC., KENNESTONE HOSPITAL, INC., PAULDING MEDICAL CENTER, INC., WELLSTAR ATLANTA MEDICAL CENTER, INC., WELLSTAR MCG HEALTH, INC., WELLSTAR NORTH FULTON HOSPITAL, INC., WELLSTAR SPALDING REGIONAL MEDICAL CENTER, INC., WELLSTAR SYLVAN GROVE HOSPITAL, INC., WELLSTAR MCG WARM SPRINGS, INC., WELLSTAR WEST GEORGIA MEDICAL CENTER, INC., WINDY HILL HOSPITAL, WELLSTAR MEDICAL GROUP, LLC AND VARIOUS OTHER OWNED ENTITIES AS LISTED IN SCHEDULE R. ALL SIGNIFICANT INTERCOMPANY ACCOUNTS AND TRANSACTIONS HAVE BEEN ELIMINATED IN COMBINATION. |
| FORM 990, PART IV, LINE 24A | TAX EXEMPT BOND REPORTING FOR PURPOSES OF THE FORM 990 REPORTING, WELLSTAR HEALTH SYSTEM, INC. (EIN 58-1649541) WILL LIST ALL TAX-EXEMPT BONDS ISSUED SINCE JANUARY 1, 2003, ON SCHEDULE K AS IT TYPICALLY ALLOCATES THE PROCEEDS OF THE BONDS TO MEMBERS OF THE OBLIGATED GROUP (INCLUDING THE HOSPITALS AND MEDICAL GROUP). WELLSTAR ATLANTA MEDICAL CENTER, INC. REPORTS ITS SPECIFIC SHARE OF THE TAX-EXEMPT BOND LIABILITY ALLOCATION ON FORM 990, PART X, LINE 25 OTHER LIABILITIES DUE TO WHS, INC. |
| FORM 990, PART VI, SECTION A, LINE 7B | POWERS OF THE BOARD AS PER THE ARTICLES OF INCORPORATION, THE SOLE MEMBER OF THE ORGANIZATION IS WELLSTAR HEALTH SYSTEM, INC., A GEORGIA NONPROFIT CORPORATION. AS A SOLE MEMBER, WELLSTAR HEALTH SYSTEM, INC. HOLDS CERTAIN POWERS OF ELECTION AND APPROVAL IN CONNECTION WITH THE GOVERNING BODY OF THE ORGANIZATION. THESE POWERS ARE PRESENTED IN DETAIL IN THE GOVERNING DOCUMENTS WHICH THE COMPANY MAKES AVAILABLE TO THE PUBLIC UPON REQUEST. |
| FORM 990, PART VI, SECTION B, LINE 11B | BOARD REVIEW OF FORM 990 INTERNAL STAFF PREPARES THE ORGANIZATION'S FORM 990. BEFORE FILING THE RETURN WITH THE INTERNAL REVENUE SERVICE AN EXTERNAL ACCOUNTING FIRM, PWC US TAX LLP, REVIEWS AND SIGN-OFFS ON THE COMPLETED RETURN OF EACH ORGANIZATION. FINAL COPIES OF THE 990 IS PROVIDED TO EACH BOARD MEMBER THROUGH THE BOARD PORTAL ALONG WITH A SUMMARY MEMO OF THE CURRENT YEAR PREPARTION PROCESS HIGHLIGHTING ANY KEY ASPECTS OF THE 990. THE ORGANIZATION'S CFO OR DESIGNEE SIGNS THE RETURN FOR EITHER MANUAL OR ELECTRONIC FILING BY THE APPROPRIATE DUE DATE. |
| FORM 990, PART VI, SECTION B, LINE 12C | CONFLICT OF INTEREST POLICY OUR CONFLICT-OF-INTEREST POLICY REQUIRES ALL COVERED PERSONS TO ANNUALLY REVIEW THE POLICY AND THEN COMPLETE, SIGN AND RETURN THE CONFLICTS OF INTEREST SURVEY AND ATTESTATION TO THE COMPLIANCE OFFICE. THE POLICY REQUIRES AN ON-GOING DISCLOSURE OBLIGATION IN THE EVENT A CONFLICT ARISES DURING THE YEAR. THE FOLLOWING IS OUR PROCESS TO REGULARLY AND CONSISTENTLY MONITOR AND ENFORCE THE POLICY: COMPLIANCE IDENTIFIES ALL COVERED PERSONS WHO MUST COMPLETE THE SURVEY AND ATTESTATION. COMPLIANCE VERIFIES THAT THE SURVEY AND ATTESTATION IS DISTRIBUTED TO THESE PERSONS. COMPLIANCE VERIFIES THAT THESE PERSONS RETURN A FULLY COMPLETED AND SIGNED SURVEY AND ATTESTATION. COMPLIANCE REVIEWS EACH COMPLETED AND SIGNED SURVEY AND ATTESTATION TO IDENTIFY ALL CONFLICTS LISTED IN THE DOCUMENT. ALL CONFLICTS, POTENTIAL CONFLICTS AND INCIDENCES OF NON-COMPLIANCE ARE REFERRED TO THE CHIEF COMPLIANCE OFFICER. THE CCO TAKES APPROPRIATE ACTION TO COMPLETELY RESOLVE ALL IDENTIFIED CONFLICTS AND INCIDENCES OF NON-COMPLIANCE. |
| FORM 990, PART VI, SECTION B, LINES 15A & 15B | COMPENSATION OF OFFICERS OUR BOARD OF TRUSTEES DESIGNATES A COMPENSATION COMMITTEE MADE UP OF OUTSIDE BOARD MEMBERS TO ESTABLISH THE EXECUTIVE COMPENSATION PHILOSOPHY OF THE SYSTEM, AND TO REVIEW AND SET THE COMPENSATION ANNUALLY FOR THE CHIEF EXECUTIVE OFFICER AND THE SALARY PARAMETERS FOR ALL OTHER OFFICERS OF THE COMPANY. THE COMMITTEE UTILIZES THE OUTSIDE CONSULTING FIRM OF SULLIVAN COTTER AND ASSOCIATES, INC. TO PROVIDE EXPERT INFORMATION REGARDING INDUSTRY-WIDE COMPENSATION NORMS. THE COMPANY PHILOSOPHY IS TO MATCH THE MARKET ON BASE PAY IDENTIFYING THE MEDIAN. TOTAL CASH COMPENSATION IS GENERALLY GEARED TO COMPENSATION DETERMINED BY OUR CONSULTANTS TO BE AT THE 75TH PERCENTILE OF ITS PEERS. |
| FORM 990, PART VI, SECTION C, LINE 19 | DOCUMENTS MADE AVAILABLE TO THE PUBLIC THE ORGANIZATION AND ITS AFFILIATES ARE SUBJECT TO THE OPEN RECORDS LAW IN THE STATE OF GEORGIA. THEREFORE, BY LAW, CITIZENS ARE PERMITTED TO INSPECT AND COPY ITS GOVERNING DOCUMENTS, POLICIES AND FINANCIAL STATEMENTS AS MAY BE REQUESTED FROM TIME TO TIME. ADDITIONALLY, THE ORGANIZATION'S FORM 990 IS MADE READILY AVAILABLE ON THE GUIDESTAR WEBSITE. PERIODICALLY, THE ORGANIZATION PUBLISHES A COMMUNITY BENEFIT REPORT ONCE A YEAR FOR DISTRIBUTION TO THE PUBLIC. IN ACCORDANCE WITH O.C.G.A SECTION 31-7-22 AND THE GEORGIA DEPARTMENT OF COMMUNITY HEALTH'S RULES AND REGULATIONS FOR HOSPITAL TRANSPARENCY CHAPTER 111-8-41 THE APPLICABLE DOCUMENTS ARE POSTED ON THE WELLSTAR.ORG WEBSITE IN THE WELLSTAR HOSPITAL TRANSPARENT INFORMATION SECTION. UNDER ITS CONTINUING DISCLOSURE AGREEMENTS FOR PUBLIC BONDS, OUTSTANDING FINANCIAL AND STATISTICAL INFORMATION IS POSTED AND REPORTED ON EMMA.MSRB.ORG ON A QUARTERLY AND ANNUAL BASIS. |
| FORM 990, PART VII | OFFICERS HOURS WORKED THE OFFICERS DEVOTE THEIR TIME TO ALL OF THE ORGANIZATIONS WITHIN WELLSTAR HEALTH SYSTEM THAT ARE LISTED IN SCHEDULE R, PART II. AS SUCH, THE TOTAL HOURS WORKED BY THE OFFICERS ACROSS ALL ORGANIZATIONS EXCEEDS 40 HOURS A WEEK. |
| FORM 990, PART VII & FORM 990, SCHEDULE J | COMPENSATION ALL COMPENSATION AMOUNTS REPORTED ON FORM 990, PART VII; PART IX, LINES 5-7; AND SCHEDULE J REPRESENT COMPENSATION PROVIDED TO INDIVIDUALS THAT PROVIDE SERVICES TO THE ORGANIZATION. LIKEWISE, THE NUMBER OF EMPLOYEES REPORTED ON PART V, LINE 2A REPRESENTS THE NUMBER OF INDIVIDUALS PROVIDING SERVICES TO THE ORGANIZATION. ALL FEDERAL EMPLOYMENT TAX RESPONSIBILITIES FOR THESE INDIVIDUALS (INCLUDING FEDERAL EMPLOYMENT TAX REPORTING RESPONSIBILITIES) ARE HANDLED BY WELLSTAR HEALTH SYSTEM, INC. (EIN 58-1649541). |
| FORM 990, PART XI, LINE 9 | OTHER CHANGES IN NET ASSETS FOR THE REPORTING PERIOD WELLSTAR. HAD A CHANGE IN NET ASSETS OF $(220,990,926) RELATED TO TRANSFERS TO AFFILIATES AS PART OF THE ALLOCATION OF INCOME STATEMENT AND BALANCE SHEET TRANSACTIONS OVER THE YEAR. |
Schedule R IRS990ScheduleR
Id Related Tax Exempt Org IdRelatedTaxExemptOrgGrp (17 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | EINEIN | Primary ActivitiesPrimaryActivitiesTxt | Legal Domicile StateLegalDomicileStateCd | Exempt Code SectionExemptCodeSectionTxt | Public Charity StatusPublicCharityStatusTxt | Business Name Line1DirectControllingEntityName/BusinessNameLine1Txt | Controlled OrganizationControlledOrganizationInd |
|---|---|---|---|---|---|---|---|---|---|---|
| Douglas Hospital Inc | ||||||||||
| 793 SAWYER ROAD | MARIETTA | GA | 30062 | 582026750 | Healthcare | GA | 501(C)(3) | 3 | WHS INC | Yes (true) |
| Kennestone Hospital Inc | ||||||||||
| 793 SAWYER ROAD | Marietta | GA | 30062 | 582032904 | Healthcare | GA | 501(C)(3) | 3 | WHS INC | Yes (true) |
| Paulding Medical Center Inc | ||||||||||
| 793 SAWYER ROAD | MARIETTA | GA | 30062 | 582095884 | Healthcare | GA | 501(C)(3) | 3 | WHS INC | Yes (true) |
| Wellstar Foundation Inc | ||||||||||
| 793 SAWYER ROAD | MARIETTA | GA | 30062 | 581627413 | Foundation | GA | 501(C)(3) | 12 II | WHS INC | Yes (true) |
| Wellstar Health System Inc | ||||||||||
| 793 SAWYER ROAD | MARIETTA | GA | 30062 | 581649541 | Healthcare | GA | 501(C)(3) | 12 II | NA | false |
| WELLSTAR NORTH FULTON HOSPTIAL INC | ||||||||||
| 793 SAWYER ROAD | MARIETTA | GA | 30062 | 810851756 | HEALTHCARE | GA | 501(C)(3) | 3 | WHS INC | Yes (true) |
| WELLSTAR SPALDING REGIONAL HOSPITALINC | ||||||||||
| 793 SAWYER ROAD | MARIETTA | GA | 30062 | 810864789 | HEALTHCARE | GA | 501(C)(3) | 3 | WHS INC | Yes (true) |
| WELLSTAR SYLVAN GROVE HOSPITAL INC | ||||||||||
| 793 SAWYER ROAD | MARIETTA | GA | 30062 | 810875069 | HEALTHCARE | GA | 501(C)(3) | 3 | WHS INC | Yes (true) |
| WEST GEORGIA HEALTH SERVICES INC | ||||||||||
| 793 SAWYER ROAD | MARIETTA | GA | 30062 | 205497622 | HEALTHCARE | GA | 501(C)(3) | 12 II | WHS INC | Yes (true) |
| WEST GEORGIA MEDICAL CENTER INC | ||||||||||
| 793 SAWYER ROAD | MARIETTA | GA | 30062 | 205497506 | HEALTHCARE | GA | 501(C)(3) | 3 | WGHS INC | Yes (true) |
| VERNON WOODS RETIREMENT COMMUNITY INC | ||||||||||
| 793 SAWYER ROAD | MARIETTA | GA | 30062 | 582575049 | HEALTHCARE | GA | 501(C)(3) | 10 | WGHS INC | Yes (true) |
| WEST GEORGIA HEALTH FOUNDATION INC | ||||||||||
| 793 SAWYER ROAD | MARIETTA | GA | 30062 | 200936376 | FOUNDATION | GA | 501(C)(3) | 12 II | WGHS INC | Yes (true) |
| MEDICAL PARK FOUNDATION INC | ||||||||||
| 1514 VERNON ROAD | LAGRANGE | GA | 30240 | 581303478 | FOUNDATION | GA | 501(C)(3) | 7 | WGHS INC | Yes (true) |
| WELLSTAR MCG HEALTH INC | ||||||||||
| 1120 15TH STREET BA 8412 | AUGUSTA | GA | 30912 | 272999718 | HEALTHCARE | GA | 501(C)(3) | 12 II | WHS INC | Yes (true) |
| AU MEDICAL CENTER INC | ||||||||||
| 1120 15TH STREET BA 8412 | AUGUSTA | GA | 30912 | 582144788 | HEALTHCARE | GA | 501(C)(3) | 3 | WHS INC | Yes (true) |
| AU MEDICAL ASSOCIATES INC | ||||||||||
| 1120 15TH STREET BA 8412 | AUGUSTA | GA | 30912 | 580705892 | HEALTHCARE | GA | 501(C)(3) | 12 II | WHS INC | Yes (true) |
| WELLSTAR MCG HEALTH WARM SPRINGS INC | ||||||||||
| 1120 15TH STREET BA 8412 | AUGUSTA | GA | 30912 | 464824043 | HEALTHCARE | GA | 501(C)(3) | 3 | WHS INC | Yes (true) |
Id Related Org Txbl Partnership IdRelatedOrgTxblPartnershipGrp (6 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | EINEIN | Primary ActivitiesPrimaryActivitiesTxt | Legal Domicile StateLegalDomicileStateCd | Business Name Line1DirectControllingEntityName/BusinessNameLine1Txt | Disproportionate AllocationsDisproportionateAllocationsInd | UBI Code VUBICodeVAmt |
|---|---|---|---|---|---|---|---|---|---|
| COBB SOUTH PARKING DECK | |||||||||
| 793 SAWYER ROAD | MARIETTA | GA | 300622222 | 752999669 | PARKING | GA | COBB HOSPITAL | false | $0 |
| KENNESTONE EAST PARKING DECK LLC | |||||||||
| 793 SAWYER ROAD | MARIETTA | GA | 300622222 | 200537100 | PARKING | GA | NA | ||
| GRIFFIN IMAGING LLC | |||||||||
| 793 SAWYER ROAD | MARIETTA | GA | 300622222 | IMAGING CENTER | GA | NA | |||
| WELLSTAR SPALDING EMSSPALDING 911 LLC | |||||||||
| 793 SAWYER ROAD | MARIETTA | GA | 300622222 | OFF. BLDG/EMS | GA | NA | |||
| NORTH FULTON PARKING DECK LP | |||||||||
| 793 SAWYER ROAD | MARIETTA | GA | 300622222 | PARKING | GA | NA | |||
| SPALDING HEALTH SYSTEM LLC | |||||||||
| 793 SAWYER ROAD | MARIETTA | GA | 300622222 | 582148398 | PHYS. HOSP. ORG | GA | NA | ||
Id Related Org Txbl Corp Tr IdRelatedOrgTxblCorpTrGrp (3 entries)
| Address Line1ForeignAddress/AddressLine1Txt | CityForeignAddress/CityNm | CountryForeignAddress/CountryCd | EINEIN | Primary ActivitiesPrimaryActivitiesTxt | Legal Domicile Foreign CountryLegalDomicileForeignCountryCd | Business Name Line1DirectControllingEntityName/BusinessNameLine1Txt | Entity TypeEntityTypeTxt | Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | Legal Domicile StateLegalDomicileStateCd |
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Community Assurance Co | ||||||||||||
| 3rd Fl Barclays Hse Shedden Rd | George Town | CJ | 581649541 | INSURANCE | CJ | WHS INC | C CORP | |||||
| WEST GEORGIA HEALTH PHYSICIANS INCPONK | ||||||||||||
| 275125341 | PHYS. PRACTICE | WGHS INC | C CORP | 793 SAWYER ROAD | MARIETTA | GA | 300622222 | GA | ||||
| WELLSTAR HEALTH PLAN INC | ||||||||||||
| 461922499 | HEALTH INSURANCE | WHS INC | C CORP | 793 SAWYER ROAD | MARIETTA | GA | 300622222 | GA | ||||
| Field | Value | IRS element (for citing) |
|---|---|---|
| Receipt Of Int Annts Rnts Rylts | false | ReceiptOfIntAnntsRntsRyltsInd |
| Gift Grnt Or Cap Contri To Oth Org | false | GiftGrntOrCapContriToOthOrgInd |
| Gift Grnt Cap Contri From Oth Org | false | GiftGrntCapContriFromOthOrgInd |
| Loans Or Guarantees To Other Org | false | LoansOrGuaranteesToOtherOrgInd |
| Loans Or Guarantees From Oth Org | false | LoansOrGuaranteesFromOthOrgInd |
| Asset Sale To Other Org | false | AssetSaleToOtherOrgInd |
| Asset Purchase From Other Org | false | AssetPurchaseFromOtherOrgInd |
| Asset Exchange | false | AssetExchangeInd |
| Rental Of Facilities To Oth Org | false | RentalOfFacilitiesToOthOrgInd |
| Rental Of Fclts From Oth Org | Yes (true) | RentalOfFcltsFromOthOrgInd |
| Perform Of Services For Oth Org | false | PerformOfServicesForOthOrgInd |
| Perform Of Services By Other Org | false | PerformOfServicesByOtherOrgInd |
| Sharing Of Facilities | false | SharingOfFacilitiesInd |
| Paid Employees Sharing | false | PaidEmployeesSharingInd |
| Reimbursement Paid To Other Org | Yes (true) | ReimbursementPaidToOtherOrgInd |
| Reimbursement Paid By Other Org | false | ReimbursementPaidByOtherOrgInd |
| Transfer To Other Org | false | TransferToOtherOrgInd |
| Transfer From Other Org | false | TransferFromOtherOrgInd |
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