2026-05-15T10:02:10+00:00 2025-06-30 135565207 KPMG LLP 303 Peachtree St NE Suite 2000 Atlanta GA 30308 990 2024-07-01 205077249 Piedmont Newnan Hospital Inc PIED 6788542470 745 POPLAR ROAD Newnan GA 30265 MR MICHAEL ROBERTSON VP CORPORATE F INANCE 6788542470 2026-05-15 true true AMANDA M COON P01754645 4042223000 2026-05-15 2024 2025-03-06 01:10:19Z MR MICHAEL ROBERTSON 745 POPLAR ROAD Newnan GA 30265 484726529 false X HTTPS://WWW.PIEDMONT.ORG/LOCATIONS/PIEDMONT-NEWNAN X 2007 GA TO PROVIDE COMPASSIONATE AND SUSTAINABLE HEALTHCARE IN A PROGRESSIVE ENVIRONMENT. 10 6 1781 170 0 15024 60498 471428767 481673838 -446275 434998 2374808 2557195 473372324 484726529 74600 74050 0 127281092 143667731 0 0 259131283 238291658 386486975 382033439 86885349 102693090 308816106 303822655 185090780 169768699 123725326 134053956 TO PROVIDE HEALTHCARE MARKED BY COMPASSION AND SUSTAINABLE EXCELLENCE IN A PROGRESSIVE ENVIRONMENT, GUIDED BY PHYSICIANS, DELIVERED BY EXCEPTIONAL PROFESSIONALS, AND INSPIRED BY THE COMMUNITIES WE SERVE. false false 349357130 74050 481688491 PIEDMONT NEWNAN HOSPITAL ("PNH") IS A 217-BED FACILITY LOCATED IN NEWNAN, GEORGIA, AND IS THE SOLE GENERAL HOSPITAL PROVIDER IN COWETA COUNTY. OVER 400 PRIMARY CARE AND SPECIALTY PHYSICIANS ON THE MEDICAL STAFF MEET THE PROFESSIONAL CLINICAL NEEDS OF CHILDREN, ADULTS, AND SENIORS WITHIN THE CITY OF NEWNAN AND THE GREATER METROPOLITAN ATLANTA AREA, REGARDLESS OF ANY INDIVIDUAL'S ABILITY TO PAY FOR SERVICES. FOR THE YEAR ENDED JUNE 30, 2025, THE HOSPITAL HAD 13,098 IN-PATIENT ADMISSIONS WITH A TOTAL OF 59,011 DAYS OF IN-PATIENT HOSPITALIZATION. ER VISITS TOTALED 72,436 AND OUTPATIENT VISITS TOTALED 112,665. SURGICAL SERVICES WERE PROVIDED TO 8,812 PATIENTS. 349357130 true true false false false false false false false false true false false false true true false true false false false false false false false false true true true false true true false false false false false false false false false false false false false false false true false false false false true X 0 0 1781 true false false false false false false false false false false false false X 10 6 false false false false true true true true true false false false false true true true true true true true false false GA X MARIE GAFFNEY 4702716007 271 17TH STREET SUITE 2500 STE ATLANTA GA 30363 MR MICHAEL ROBERTSON CEO/BOARD MEMBER/CHAIR 55.0 0 X X 869572 0 49250 DR DIANA SANTIAGO BOARD MEMBER 1.0 0 X 0 0 0 DR ERIC MITCHELL BOARD MEMBER 1.0 39.0 X 0 944302 45059 DR KAY CROSBY BOARD MEMBER 1.0 0 X 0 0 0 DR SHANKAR KANDASWAMY BOARD MEMBER 1.0 39.0 X 0 749393 49736 DR TIMOTHY BAKER BOARD MEMBER 1.0 0 X 0 0 0 MR CHRISTOPHER STEPHENS BOARD MEMBER 1.0 0 X 0 0 0 MR DOUWE BERGSMA BOARD MEMBER 1.0 54.0 X 0 750869 37401 MS CYNTHIA JENKINS BOARD MEMBER 1.0 0 X 0 0 0 MS TONYA WHITLOCK PHD BOARD MEMBER 1.0 0 X 0 0 0 MR THOMAS ARNOLD TREASURER/CFO PHC 1.0 54.0 X 0 1471876 46787 MS ELIZABETH LEDDY SECRETARY/CLO PHC 1.0 54.0 X 0 1334961 44325 MR JOHN MILES CFO 55.0 0 X 544162 0 41280 MS VICKI KAISER COO 54.0 1.0 X 324508 0 46570 DR ROBERT MILLER CMO 39.0 0 X 576100 0 40764 MR ANANT MANDAPAKA MEDICAL PHYSICIST 40.0 0 X 226330 0 40579 MR JOHN MARSALIS PHARMACY DIRECTOR 40.0 0 X 202444 0 29967 MR RANDY HAYNES EXEC. 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PATIENT SVCS 40.0 0 X 226672 0 30727 MS JENNIFER KEY CNO 40.0 0 X 296301 0 28041 3266089 5251401 530486 200 false true false 0 60498 60498 PATIENT SERVICE REVENUE 621110 480811282 480811282 0 0 FITNESS CENTER 621500 280710 280710 0 0 OTHER OPERATING REVENUE 900099 581846 581846 0 0 0 0 0 0 481673838 896733 0 0 0 896733 0 896733 0 0 896733 0 434998 0 0 0 434998 434998 0 0 434998 195607 0 195607 0 0 195607 CAFETERIA SALES 722514 1442069 0 0 1442069 FEE REVENUE 900099 14481 14481 0 0 VENDING REVENUE 621300 8133 0 0 8133 172 172 0 0 1464855 484726529 481688491 0 2977540 74050 74050 1791410 1576441 214969 0 111389883 98023097 13366786 0 23196559 20412972 2783587 0 7289879 6415093 874786 0 174140 0 174140 0 43244 0 43244 0 27209041 22000590 5208451 0 750589 740423 10166 0 19032549 17951597 1080952 0 5090722 3818041 1272681 0 7435830 6236569 1199261 0 36618 25301 11317 0 19832 19832 0 0 6062111 6062111 0 0 1961867 1961867 0 0 13631645 12568522 1063123 0 3158430 3158430 0 0 MEDICAL SUPPLIES & DRUGS 67070297 67070297 0 0 BAD DEBT EXPENSE 60176240 60176240 0 0 OTHER ADMINISTRATIVE EXPENSE 21491384 16118538 5372846 0 HOSPITAL TAX 4947119 4947119 0 0 0 0 0 0 382033439 349357130 32676309 0 2300 2300 19893 9974 50507591 50725527 0 0 0 0 5799517 5939910 1673337 1639549 403927222 161608842 247626453 242318380 0 3187015 3187015 0 0 308816106 303822655 34587395 27627038 99551274 98918260 0 0 50952111 43223401 185090780 169768699 X 123209551 133554028 515775 499928 123725326 134053956 308816106 303822655 X 102693090 -92364460 X false true true false X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED 0 11648341 11648341 0 206015788 54269487 151746301 0 450327 236469 213858 0 119999616 91529218 28470398 0 65813150 15573668 50239482 242318380 Federal Income Taxes MISCELLANEOUS OTHER LIABILITIES 43223401 43223401 X 0 0 0 0 0 0 0 0 0 0 0 0 Schedule D, Part X, Line 2 FIN 48 (ASC 740) footnote PHC ACCOUNTS FOR INCOME TAXES UNDER THE PROVISIONS OF ASC 740, INCOME TAXES (ASC 740). UNDER THE REQUIREMENTS OF ASC 740, TAX-EXEMPT ORGANIZATIONS MAY BE REQUIRED TO RECORD AN OBLIGATION AS THE RESULT OF A TAX POSITION THEY HAVE HISTORICALLY TAKEN ON VARIOUS UNCERTAIN TAX EXPOSURE ITEMS. THERE WERE NO MATERIAL UNCERTAIN TAX POSITIONS AT JUNE 30, 2025 AND 2024. true true X true X 300 true X 10485538 0 10485538 0.03258 9935166 8141093 1794073 0.00557 4938730 3246548 1692182 0.00526 0 0 25359434 11387641 13971793 0.04341 3275398 0 3275398 0.01018 2269337 0 2269337 0.00705 0 0 0 0.0 0 0 0 0.0 5750 0 5750 0.00002 0 0 5550485 0 5550485 0.01725 0 0 30909919 11387641 19522278 0.06066 0 0 0 0.0 13419 0 13419 0.00004 147064 0 147064 0.00046 0 0 0 0.0 0 0 0 0.0 0 0 0 0.0 0 0 0 0.0 50193 0 50193 0.00016 0 0 0 0.0 0 0 210676 0 210676 0.00065 true 3332221 58168921 30082241 28086680 X true true 1 1 PIEDMONT NEWNAN HOSPITAL INC 745 POPLAR ROAD NEWNAN GA 30265 HTTPS://WWW.PIEDMONT.ORG/ 038-632 X X X PIEDMONT NEWNAN HOSPITAL INC 1 false false true X X X X X X X X 24 true false false true X https://www.piedmont.org/about-piedmont/community-benefit/community-health-needs-assessments X X true 25 true THE BOARD OF DIRECTORS FOR PIEDMONT NEWNAN HOSPITAL APPROVED ITS IMPLEMENTATION STRATEGY FOR THE THR false true X 300.0 300.0 X X true true X X X X true X https://www.piedmont.org/patients-and-visitors/billing-and-financial-resources#financialassistance X https://www.piedmont.org/patients-and-visitors/billing-and-financial-resources#financialassistance X https://www.piedmont.org/patients-and-visitors/billing-and-financial-resources#financialassistance X X X X X X true X false X X X X true X false false Schedule H, Part V, Section B, Line 5 Facility , 1 Facility , 1 - PIEDMONT NEWNAN HOSPITAL, INC.. As part of our process, we conducted two community-based surveys: one targeting community leaders and another for patients and community members. Through both, local stakeholders were asked their thoughts on unmet community health needs and the hospital's role in addressing them. These stakeholders included local leaders, nonprofit representatives, elected officials, and those with unique knowledge of the challenges facing vulnerable populations. We also conducted direct interviews with 32 state and regional stakeholders and policymakers, each representing a specific group that is often adversely affected by health equity issues. These included local and regional public health entities, minority populations, faith-based communities, directors of both food banks and homeless shelters, elected officials, charitable clinic directors, and others representing our most vulnerable patients. Piedmont Healthcare leadership and leadership and boards from all 19 hospitals were actively informed and engaged throughout this process. Piedmont Healthcare's Chief Public Policy Officer served as executive sponsor of the CHNA. Schedule H, Part V, Section B, Line 7 Facility , 1 Facility , 1 - PIEDMONT NEWNAN HOSPITAL, INC.. IN ADDITION TO MAKING ITS CHNA REPORTS AVAILABLE ON ITS WEBSITE AND BY REQUEST, PIEDMONT NEWNAN HOSPITAL SENT COPIES TO EACH PARTICIPANT IN THE CHNA PROCESS, DISTRIBUTED THE ASSESSMENTS TO COMMUNITY CENTERS AND OTHER LOCATIONS THAT PRIMARILY SERVE AN UNINSURED POPULATION, SENT COPIES TO LEGISLATIVE AND ELECTED OFFICIALS, AND WIDELY DISTRIBUTED THE ASSESSMENTS TO OTHER PIEDMONT HEALTHCARE HOSPITALS. Schedule H, Part V, Section B, Line 11 Facility , 1 Facility , 1 - PIEDMONT NEWNAN HOSPITAL, INC.. Piedmont Newnan conducted its fifth CHNA in FY25 by assessing publicly-available data, interviewing community members and stakeholders, and collaborating with hospital leadership and the board of directors. Through this process, Piedmont Newnan Hospital determined and prioritized the community health needs it would address based on the number of persons affected, the seriousness of the issue, whether the health need affected vulnerable populations, and the availability of community and hospital and community resources necessary to address the issue. All priorities are viewed through the lens of health disparities, with particular attention paid to improving outcomes for those most vulnerable due to income and race. Based on the CHNA, Piedmont Newnan identified its top health priorities: (1) Increase access to appropriate and affordable care, (2) Reduce preventable instances of chronic conditions, focusing on heart, stroke, and diabetes, (3) Reduce preventable instances and deaths from cancer, and (4) Reduce preventable instances and deaths from heart disease. 0 Schedule H, Part I, Line 6a PUBLIC AVAILABILITY OF COMMUNITY BENEFIT REPORT Piedmont regularly reports its community benefit activities to the community in several ways. Each year, Piedmont prepares a systemwide community benefit report, which is available to the public on its website. Piedmont also makes its IRS Form 990 Schedule H available on its website and provides copies to anyone upon request. Piedmont also provides information on community benefit programming to local, state, and federal lawmakers through its government affairs office and online at piedmont.org. Schedule H, Part I, Line 7f PERCENT OF TOTAL EXPENSE THE DENOMINATOR USED FOR THE CALCULATION OF COLUMN (F), PERCENT OF TOTAL EXPENSE, WAS THE AMOUNT OF TOTAL FUNCTIONAL EXPENSES ON FORM 990, PART IX, LINE 25, COLUMN (A) OF $382,033,439, LESS BAD DEBT EXPENSE OF $60,176,240 FROM FORM 990, PART IX, LINE 24(B). Schedule H, Part I, Line 7 FINANCIAL ASSISTANCE AND CERTAIN OTHER COMMUNITY BENEFITS AT COST A RATIO OF PATIENT CARE COST TO CHARGES, CONSISTENT WITH WORKSHEET 2, WAS USED TO REPORT THE AMOUNTS IN PART I, LINES 7A-7D. FOR AMOUNTS ON LINES 7E-7K, ACTUAL EXPENSES FOR EACH COMMUNITY BENEFIT ACTIVITY ARE TRACED AND REPORTED USING THE ORGANIZATION'S COST ACCOUNTING SYSTEM. Schedule H, Part III LINES 2-4 - BAD DEBT EXPENSE CALCULATION AND FOOTNOTE The provision for bad debts is based upon leadership's assessment of historical and expected net collections considering business and economic conditions, trends in health care coverage, and other collection indicators. Hospital and system leadership periodically assesses the adequacy of the allowance for doubtful accounts based on historical write-off experience by payer category. The review results are then used to modify the provision for bad debts to establish an appropriate allowance for uncollectible receivables. THE AMOUNT REPORTED ON PART III, LINE 3, WAS DETERMINED BY TAKING THE AVERAGE ACCEPTANCE RATE FOR ALL CHARITY CARE APPLICATIONS RECEIVED DURING THE YEAR MULTIPLIED BY THE NUMBER OF DENIALS THAT WERE ATTRIBUTABLE TO INSUFFICIENT INFORMATION. THAT TOTAL WAS THEN ADJUSTED DOWNWARD FOR THE ORGANIZATION'S USE OF PRESUMPTIVE ELIGIBILITY WHEN DETERMINING ITS COMMUNITY BENEFITS. BAD DEBT EXPENSE FOOTNOTE FROM CONSOLIDATED, AUDITED FINANCIAL STATEMENTS: The provision for bad debts is based upon leadership's assessment of historical and expected net collections considering business and economic conditions, trends in health care coverage, and other collection indicators. Hospital and system leadership periodically assesses the adequacy of the allowance for doubtful accounts based on historical write-off experience by payer category. The review results are then used to modify the provision for bad debts to establish an appropriate allowance for uncollectible receivables. PNH PROVIDES CARE TO PATIENTS WHO MEET CERTAIN CRITERIA UNDER ITS CHARITY CARE POLICY WITHOUT CHARGE OR AT AMOUNTS LESS THAN ITS ESTABLISHED RATES. AMOUNTS DETERMINED TO QUALIFY AS CHARITY CARE ARE NOT REPORTED AS REVENUE. Schedule H, Part III, Line 8 MEDICARE SHORTFALLS AS COMMUNITY BENEFIT The amount reported in Part III, Line 6, was calculated following Schedule H instructions by utilizing allowable Medicare costs as reported in the Medicare cost report, which Piedmont bases on a cost-to-charge ratio. However, the allowable costs in the Medicare cost report do not reflect the actual cost of providing care to patients, as they exclude many direct patient care costs essential to delivering quality healthcare for Medicare patients. For example, specific coverage fees to physicians, Medicare C and D costs, and other similar direct patient care expenses are expressly excluded from allowable costs in the Medicare Cost Report. IRS Revenue Ruling 69-545 provides, in part, that hospitals serving patients with government health insurance, such as Medicare, are evidence that the hospital operates to promote health in the community. Piedmont's policy is to treat Medicare patients regardless of how much Medicare pays for the treatment. For many services, Medicare reimbursement is less than the cost of care, resulting in shortfalls that the hospital absorbs in honor of its commitment to treating elderly patients. Many of these patients live on a low, fixed income and would qualify for financial assistance or other means-tested programs, absent from their enrollment in Medicare. Schedule H, Part III, Line 9b COLLECTION PRACTICES INITIAL SCREENINGS OF ALL INPATIENT, EMERGENCY, AND SURGERY ENCOUNTERS, AS WELL AS MOST OUTPATIENT VISITS, ARE CONDUCTED BY FINANCIAL COUNSELORS IN ORDER TO IDENTIFY ANY AVAILABLE INSURANCE OR OTHER COVERAGE FOR EACH PATIENT. COUNSELORS CONTACT PATIENTS AND THEIR FAMILIES DIRECTLY, EITHER IN PERSON OR BY LETTER, TO ASSIST THE FAMILY IN IDENTIFYING ANY PROGRAMS FOR WHICH THE PATIENT/SERVICE MAY QUALIFY (INCLUDING MEDICAID, STATE CHILDREN'S HEALTH INSURANCE PROGRAM ("SCHIP"), PRIVATE OR GOVERNMENT INSURANCE COVERAGE, AND CHARITY ASSISTANCE). IF THE FAMILY CANNOT BE TIMELY LOCATED OR IS UNCOOPERATIVE, RELATED ACCOUNTS ARE TRANSFERRED TO AN INTERNAL COLLECTION DEPARTMENT FOR FURTHER ATTEMPTS TO OBTAIN PAYMENT OR, IF THE PATIENT MAY QUALIFY FOR ASSISTANCE, TO SECURE A FINANCIAL ASSISTANCE APPLICATION. THE ORGANIZATION'S DEBT COLLECTION POLICY AND PROCEDURES PROHIBIT ANY COLLECTION EFFORTS FOR THE PORTION OF A PATIENT ACCOUNT BALANCE THAT QUALIFIES FOR FINANCIAL ASSISTANCE UNDER THE ORGANIZATION'S CHARITY CARE POLICY. Schedule H, Part VI, Line 2 NEEDS ASSESSMENT As a designated 501(c)(3) nonprofit hospital, the Internal Revenue Service requires us to conduct a triennial community health needs assessment (CHNA) following regulations put forth by the IRS following the 2010 Patient Protection and Affordable Care Act (ACA). Through this assessment, Piedmont hopes to understand local health challenges better, identify health trends in the community, identify gaps in the current health delivery system, and craft a plan to address those gaps and the identified health needs. In FY12, Piedmont conducted its first triennial CHNA, and FY25 marked the fifth year the system completed a CHNA. The Piedmont Newnan CHNA was led by the Piedmont Healthcare community benefits team and contractor Public Goods Group, with input and direction from Piedmont Hospital leadership, direct input from board members at a June 23, 2025, board meeting, and individual meetings with hospital leadership, including the hospital's chief executive officer. Additionally, key leaders from the Piedmont Healthcare system routinely weighed in on the process and outcomes. Process The CHNA defined its community as its home county due to the impact of its tax-exempt status. Property taxes comprise the hospital's largest tax-exempt segment and affect county revenues. Because of this, Piedmont aims to ensure it provides ample benefits to its county and community. Additionally, Piedmont considers patient origin, particularly for lower-income patients who qualify for financial assistance or receive Medicaid coverage. Piedmont's secondary communities are considered the areas with the highest concentration of patients fitting that criterion, including those from nearby communities. Once we established our primary community, we analyzed available public health data. This included resources from the US Census, USDA, the US Department of Education, the National Center for Education Statistics, Kaiser Family Foundation's State Health Facts, American Heart Association, County Health Rankings, and the Georgia Online Analytical Statistical Information System (OASIS). All figures are for 2023, unless otherwise noted. We conducted two community-based surveys: one targeting community leaders and another for patients and community members. Through both, local stakeholders were asked their thoughts on unmet community health needs and the hospital's role in addressing them. These stakeholders included local leaders, nonprofit representatives, elected officials, and those with unique knowledge of the challenges facing vulnerable populations. We also conducted direct interviews with 32 state and regional stakeholders and policymakers, each representing a specific group that is often adversely affected by health equity issues. Through this process, we evaluated the prevalence of issues within community-focused data, community survey results, stakeholder interviews, and benchmark analyses. Once data collection was complete, PHC community benefit and hospital leadership met to review results, evaluate trends, and identify any potential priorities. Hospital leadership then reviewed all information and established their proposed priorities for FY26, FY27, and FY28. On June 23, 2025, the PHC community benefit team and hospital leadership presented the CHNA data to the board of directors, who reviewed the data and approved the proposed priorities. These priorities are: - Increase access to appropriate and affordable care - Reduce preventable instances of chronic conditions, focusing on heart, stroke, and diabetes - Reduce preventable instances and deaths from cancer - Reduce preventable instances and deaths from heart disease Hospital leadership and their community leaders then created implementation strategies for each priority. An implementation strategy is a plan outlining how a hospital will address the identified priority health needs. It details specific actions, planned collaborations with other organizations, the resources to be committed, and the anticipated impact of these efforts to improve community health over the next three years. The hospital's board of directors approved the implementation strategies on September 18, 2025. Both the CHNA and the implementation strategy are available online at www.piedmont.org/about-piedmont/community-benefit/community-health-needs-assessments. Schedule H, Part VI, Line 3 PATIENT EDUCATION OF ASSISTANCE ELIGIBILITY Piedmont understands that not everyone can pay their hospital bill due to their insurance status or limited income, and, as a result, each hospital offers financial assistance to qualifying patients. Notification about financial assistance includes, but is not limited to, a dedicated contact number, notices within inpatient bills, and posted notices in key hospital areas. These locations are the emergency room, the admitting and registration departments, the business office, and the on-site patient financial services offices. Piedmont also publishes and widely publicizes a plain-language summary of this financial assistance care policy, along with its full policy, on its website. Any staff member, including physicians, nurses, financial counselors, social workers, case managers, chaplains, and religious sponsors, can refer a patient to the financial assistance department. The patient may request financial assistance from a family member, close friend, or associate, subject to applicable privacy laws. Additionally, Piedmont provides copies of its financial assistance policy to partner clinics and others who work closely with low-income populations. Piedmont helps its partners understand the policy and how it relates to their populations, and it receives feedback on improving its financial assistance programming. Schedule H, Part VI, Line 4 COMMUNITY INFORMATION While Piedmont Newnan serves patients from across northeast Georgia, the hospital considers its community to be Coweta County, recognizing the direct impact of its tax-exempt status on county residents. In Coweta County, an average of more than 150,000 people lived in the 441-square-mile area each year between 2019 and 2023. The population density in this area, estimated at approximately 340 people per square mile, is higher than the national average of 94 people per square mile. Coweta is primarily urban, with 55% of community members living in urban areas. The ZIP codes with the highest rural population concentrations were 30289 (Turin) and 30275 (Sargent). As in most of Georgia, rural populations in Coweta are overwhelmingly white. Coweta County is growing, with a 15% increase in total population between 2010 and 2020. On average, about 9% of the population was a veteran each year from 2019 to 2023, and nearly half of them were aged 65 and older. Approximately 13% of the population lived with a disability. Most of that population was over 65. Between 2019 and 2023, about 71% of all Coweta County residents were white, 19% were African American, 8% were Hispanic/Latino, 2% were Asian, and the remaining 2% were of other races. About 23% of the population was 17 or younger, 15% was above 65, and the remaining was between 18 and 64. About 7% were born outside the US, and approximately half were not US citizens. From 2019 to 2023, an average of 8% of the population had no insurance. Insurance status and health are inextricably linked. Being uninsured is generally a marker of low income, as the overwhelming majority of those who are uninsured are also within specific ranges of the federal poverty guidelines. This means these populations are also likely to face myriad other social determinants of health (SDH), like housing and food insecurity. Adults ages 18 to 64 are most likely to be uninsured, and that's true in Coweta County. On average, about 12% of adults ages 18 to 64 were uninsured each year from 2019 to 2023. Approximately 4% of teens and children under age 18 were uninsured. As with other indicators, race matters. Approximately 21% of Hispanic/Latino populations, 20% of Asian populations, 9% of Black or African American populations, and 7% of white populations were uninsured. Between 2019 and 2023, the median household income was $94,142, much higher than state and national levels of $74,664 and $78,538, respectively. Income disparities are evident when broken down by the four dominant races in the community. Of employers in the community, the largest sector by number of employees was retail trade, which employed nearly 8,400 community members at an average wage of $30,128 in 2019, according to the US Department of Commerce. Health care and social assistance was the next largest sector, employing about 7,300 workers at an average wage of $64,467. The third-largest job sector was government and government enterprises, with over 5,800 employees, at an average salary of $66,358. According to the 2019-2023 American Community Survey, about 76,600 people in the community were part of the labor force, and only 3% were unemployed as of September 2025. This rate is nearly three times the 2012 unemployment rate. In Coweta County, like most of the state, minorities are far more likely to live in poverty. For example, on average, each year from 2019 to 2023, 12% of African Americans in Coweta County were living at or below the poverty line, as compared to about 7% of the white population. Of the approximately 55,300 total occupied households in Coweta County, more than 13,400 - about 24% - of the population lived in cost-burdened households, in which housing costs are 30% or more of total household income. About 46% of these households were occupied by renters. Approximately 10% of households had costs exceeding 50% of their income, placing them in significant financial strain. Each year from 2019 to 2023, about 9% of the Coweta County population was uninsured, a rate below the state rate of 13%, and on par with the national rate of 9%. When looking only at adults, the uninsured rate jumps to over 12%. In 2023, about 77% of adults aged 18 or older had a routine checkup. This measure is likely overreported and remains below state and national averages. For Medicare recipients, this number jumps to about 85% of adult beneficiaries, above both state and national averages. Routine checkups are critical to maintaining good health and identifying conditions that can be treated affordably in a community-based setting. Absent that, even simple-to-treat conditions can escalate to deeper issues, eventually requiring more intensive care, later-stage diagnoses, or reduced life expectancy. Heart disease is the leading cause of death for both women and men in Coweta County, with a disproportionate impact on Black populations. Between 2019 and 2023, the age-adjusted death rate was about 221 deaths for every 100,000 people. When looking at race, there is a stark difference between the African American and white populations. Although heart disease is the leading cause of death in the county, cancer remains a critical issue within the community. The average cancer incidence rate in Coweta County between 2017 and 2021 was about 469 cases per 100,000 people, corresponding to an average of 777 new cases per year. In 2019, over 8% of adults aged 20 and older had diabetes, which is lower than the state rate of nearly 10%. Diabetes is a prevalent problem in the US, often indicating an unhealthy lifestyle, and it puts individuals at risk for further health issues. Diabetes itself is frequently a killer and is the leading cause of death for minorities, particularly Hispanic/Latino populations. In 2020, approximately 3% of the county's population had a diagnosis of kidney disease, a rate on par with the national average and lower than the state average of 3%. In 2023, roughly 33% of people aged 18 and older reported having high cholesterol. Too much cholesterol increases the risk of heart disease and stroke, two of the leading causes of death within the county. Schedule H, Part VI, Line 5 PROMOTION OF COMMUNITY HEALTH Piedmont actively promoted the health of our community through clinic-hospital partnerships, community-based health screenings, educational activities, community-building activities, the operation of a 24-hour emergency department available to the entire community, the operation of an emergency room open to all members of the community without regard to ability to pay, a governance board composed of community members, use of surplus revenue for facilities improvement, patient care, and medical training, education, and research, the provision of inpatient hospital care for all persons in the community able to pay, including those covered by Medicare and Medicaid, and an open medical staff with privileges available to all qualifying physicians. In FY25, Piedmont Newnan provided $10,485,538 in direct financial assistance and $1,794,073 in coverage to address Medicaid shortfalls. To help these patients and all community members, Piedmont continued to expand the Empowering You platform to connect them with resources to address social drivers of health issues. Powered by FindHelp.org, Piedmont clinicians and case managers can search and refer patients to supporting organizations. Also, in FY25, Piedmont Newnan trained future health professionals for approximately $2,269,337. This included the in-house training for residents, physicians' assistants, nurse practitioners, and other healthcare professionals. During FY25, Piedmont Newnan's community impact was built around two steady commitments: expanding access to practical health education and providing support to patients and families that continues well beyond a hospital visit. Whether the need was prenatal preparation, chronic disease management, cancer survivorship resources, or basic access to screenings, the hospital stayed present in ways that felt consistent, hands-on, and community-first. A cornerstone of the year was Piedmont Newnan's ongoing education for growing families. The hospital maintained a reliable schedule of parent and caregiver classes that helped families feel prepared and confident as they entered the postpartum period. Baby Basics offered practical guidance for the first several weeks at home-mirroring the instructions families receive at discharge -so caregivers leave with clearer expectations and greater confidence. Breastfeeding education went deeper, focusing on positioning, latch techniques, newborn feeding realities, common early challenges, and how to build and protect milk supply. For expectant parents, childbirth education and hands-on comfort coaching provided a realistic, supportive walkthrough of labor and delivery, including evidence-based comfort options, positioning, and safety-focused preparation. Additional sessions emphasized movement and comfort strategies that promote effective labor and strong outcomes, ensuring families had tools they could use in real time-not just information to remember later. Support groups were another defining feature of FY25, offering connection points for patients who benefit from community as much as clinical care. Piedmont Newnan hosted a regular bariatric support group that created space for real-life conversations about hydration, nutrition, movement, and the emotional side of weight loss-especially navigating plateaus and setbacks. For families with newborns in the NICU, a parent support group-managed by volunteers-helped reduce isolation during long hospital stays by offering encouragement and practical baby supplies. In cancer care, the Thomas F. Chapman Cancer Wellness program provided a wide range of no-cost, in-person wellness services and classes for patients and loved ones, welcoming participants regardless of where they received treatment. That "open-door" approach reinforced a simple message: survivorship support belongs to the whole community. In addition, Piedmont Newnan maintained ongoing support groups facilitated by an oncology social worker and a nurse navigator, including a dedicated men's cancer support group that helped participants build relationships with peers who truly understand the experience. Access to care remained a visible priority across FY25 through direct screening support and proactive community outreach. Through an ongoing partnership with the Coweta Samaritan Clinic, Piedmont Newnan helped expand access to specialty care for uninsured neighbors by providing free cardiology screenings and offering breast imaging support through a mammogram voucher program, covering screening and diagnostic mammograms and breast ultrasounds for eligible patients. The hospital also continued monthly consultations through its Sixty Plus program, providing complimentary guidance for patients and caregivers, and hosted a recurring dementia caregiver workshop to help families manage the day-to-day realities of dementia with more resources and less isolation. Community-facing events throughout FY25 brought Piedmont services and education into settings where people already gather-workplaces, faith communities, civic events, and partner sites. Hospital teams participated in multiple large-scale wellness fairs and community expos, sharing educational and service-line resources across stroke, cardiovascular care, women's health, rehabilitation services, cancer wellness, and imaging. Many of these events also included blood pressure screenings and opportunities for attendees to ask questions directly to clinical and education teams. In addition, Piedmont Newnan hosted a physician-led "Dinner with a Doc" focused on lung cancer, giving the community a clear overview of screening considerations and treatment options through an approachable panel format. Workforce development and youth engagement also played a meaningful role in FY25. Piedmont Newnan participated in a major student career expo that brought thousands of students together to explore local industries. The hospital also provided hands-on learning opportunities across multiple departments-helping students see healthcare careers up close and understand the variety of pathways available beyond traditional roles. The hospital also supported local teacher and school staff engagement by participating in welcome-back events and school community gatherings, pairing practical support (like supplies) with timely health education. Outside of traditional healthcare programming, Piedmont Newnan showed up in ways that reflect what a strong community partnership looks like: feeding children during the summer when school-based meals aren't available, organizing donation drives for families in need, and contributing sponsorship support to organizations that improve quality of life in Coweta and surrounding communities. These efforts included supporting youth programs, arts organizations, veteran services, caregiver and pregnancy-loss support initiatives, and events that raise funds for housing stability, child advocacy, and access to education. Finally, FY25 included sustained civic leadership through ongoing participation in chamber, board, and coalition work. Piedmont Newnan leaders remained active in economic development conversations, education and workforce pipeline partnerships, joint-venture governance, and nonprofit boards-reinforcing the hospital's role as both a healthcare provider and a long-term community partner invested in the region's future. Taken together, FY25 reflects a clear and consistent story for Piedmont Newnan: education that meets people where they are, support that continues after the appointment or discharge, and partnerships that make care more accessible-especially for families, seniors, and neighbors who are uninsured or navigating complex health challenges. Schedule H, Part VI, Line 5 PROMOTION OF COMMUNITY HEALTH, CONTINUED In June 2024, Piedmont Newnan participated in the Yeager Road Community Resource Center Health & Wellness Expo. Staff provided information on stroke, women's health, rehabilitation services, and Empowering You social care. Schedule H, Part VI, Line 6 AFFILIATED HEALTH CARE SYSTEM Piedmont Newnan is part of Piedmont Healthcare, a regional not-for-profit organization and the parent company of 19 hospitals, the Piedmont Physicians Group, the Piedmont Heart Institute, the Piedmont Clinic, and the Piedmont Healthcare Foundation. The Piedmont Community Benefit Department oversees the community benefit activities on behalf of all hospitals throughout the system, and this includes conducting the triennial CHNA and subsequent implementation strategy, ensuring the financial assistance policy is communicated to the community, maintaining the community benefit webpage, authoring the community benefit annual report, preparing board materials, developing and executing the community benefit grants program and compiling all community benefit figures. Each hospital and specific departments of Piedmont Healthcare implement community benefit programming, including the revenue department, which oversees the financial assistance program, and external affairs, which oversees and calculates all community benefits. Schedule H, Part VI, Line 7 STATE OF FILING OF COMMUNITY BENEFIT REPORT Piedmont is not required to file a community benefit report; however, Piedmont must file information on its indigent and charity care, as well as its Medicaid and Medicare shortfalls, with the Georgia Department of Community Health. Schedule H, Part V, Section B, Line 16a FAP website - PIEDMONT NEWNAN HOSPITAL, INC.: Line 16a URL: https://www.piedmont.org/patients-and-visitors/billing-and-financial-resources#financialassistance; Schedule H, Part V, Section B, Line 16b FAP Application website - PIEDMONT NEWNAN HOSPITAL, INC.: Line 16b URL: https://www.piedmont.org/patients-and-visitors/billing-and-financial-resources#financialassistance; Schedule H, Part V, Section B, Line 16c FAP plain language summary website - PIEDMONT NEWNAN HOSPITAL, INC.: Line 16c URL: https://www.piedmont.org/patients-and-visitors/billing-and-financial-resources#financialassistance; true BOYS & GIRLS CLUBS OF METRO ATLANTA 2880 DRESDEN DRIVE CHMABLEE GA 30341 580566123 501(C)(3) 6000 PROGRAM SUPPORT NEWNAN-COWETA HISTORICAL SOCIETY I 74 JACKSON STREET NEWNAN GA 30263 581262145 501(C)(3) 7500 PROGRAM SUPPORT 2 0 Schedule I, Part I, Line 2 Procedures for monitoring use of grant funds MONEY IS GIVEN TO CHARITABLE ORGANIZATIONS WHICH PRIMARILY PROMOTE HEALTH CARE CAUSES. THE GRANTS ARE ADMINISTERED AND MONITORED THROUGH THE ORGANIZATION'S PUBLIC RELATIONS DEPARTMENT. X true true false true false false false false false true false MR MICHAEL ROBERTSON CEO/BOARD MEMBER/CHAIR 503405 0 237688 0 128479 0 20700 0 28550 0 918822 0 72183 0 MR DOUWE BERGSMA BOARD MEMBER 0 458348 0 226381 0 66140 0 20700 0 16701 0 788270 0 0 DR SHANKAR KANDASWAMY BOARD MEMBER 0 536969 0 0 0 212424 0 20700 0 29036 0 799129 0 0 DR ERIC MITCHELL BOARD MEMBER 0 885618 0 0 0 58684 0 0 0 45059 0 989361 0 0 MR THOMAS ARNOLD TREASURER/CFO PHC 0 772322 0 459587 0 239967 0 20700 0 26087 0 1518663 0 117341 MS ELIZABETH LEDDY SECRETARY/CLO PHC 0 677829 0 468450 0 188682 0 20700 0 23625 0 1379286 0 103525 MS VICKI KAISER COO 245539 0 73295 0 5674 0 18467 0 28103 0 371078 0 0 0 MR JOHN MILES CFO 404766 0 118762 0 20634 0 20700 0 20580 0 585442 0 0 0 MR RANDY HAYNES EXEC. DIR. PATIENT SVCS 178460 0 31615 0 16597 0 12851 0 17876 0 257399 0 0 0 MS JENNIFER KEY CNO 225936 0 67640 0 2725 0 0 0 28041 0 324342 0 0 0 MR ANANT MANDAPAKA MEDICAL PHYSICIST 223519 0 1153 0 1658 0 12576 0 28003 0 266909 0 0 0 MR JOHN MARSALIS PHARMACY DIRECTOR 189432 0 12303 0 709 0 12730 0 17237 0 232411 0 0 0 DR ROBERT MILLER CMO 421950 0 123458 0 30692 0 20700 0 20064 0 616864 0 0 0 Schedule J, Part I, Line 1a Discretionary spending account THOMAS ARNOLD, ELIZABETH LEDDY, MICHAEL ROBERTSON AND DOUWE BERGSMA RECEIVED A DISCRETIONARY SPENDING ACCOUNT TOTALING $12,000, A FIXED AMOUNT DETERMINED BY THEIR JOB LEVEL. THIS SPENDING ACCOUNT WAS INCLUDED IN THEIR TAXABLE WAGES. Schedule J, Part I, Line 3 Arrangement used to establish the top management official's compensation THE COMPENSATION FOR THE PRESIDENT/CEO OF PIEDMONT NEWNAN HOSPITAL IS SET BY THE ENTITY'S PARENT, PIEDMONT HEALTHCARE, INC. PLEASE SEE THE SCHEDULE O NARRATIVE FOR FORM 990, PART VI, SECTION B, LINE 15A & 15B FOR ADDITIONAL INFORMATION. Schedule J, Part I, Line 4b Supplemental nonqualified retirement plan THE FOLLOWING INDIVIDUALS RECEIVED PAYMENTS FROM THEIR SUPPLEMENTAL EXECUTIVE RETIREMENT PLANS: THOMAS ARNOLD $117,341 ELIZABETH LEDDY $103,525 MICHAEL ROBERTSON $72,183 DOUWE BERGSMA PARTICIPATED IN A SUPPLEMENTAL NONQUALIFIED RETIREMENT PLAN BUT DID NOT RECEIVE A CURRENT YEAR PAYMENT. Schedule J, Part I, Line 7 Non-fixed payments CERTAIN EMPLOYEES PARTICIPATED IN AN "ANNUAL INCENTIVE PLAN" UNDER WHICH THEY RECEIVED NON-FIXED PAYMENTS BASED ON JOB LEVEL AND SEVERAL DIFFERENT PERFORMANCE METRICS. A COWETA COUNTY DEVELOPMENT AUTHORITY 581057672 223658QF5 2019-11-07 85670000 REFUNDING false false false A 101998930 101997646 2019 true false true true A false false false false false false 0.01 0 0.01 false false 0 false true A false true false false false false 0 false false false 0 false false true A true Schedule K, Part I, Column (f) BOND A - THE PROCEEDS OF THE SERIES 2019 BOND ARE TO REFINANCE THE COWETA COUNTY DEVELOPMENT AUTHORITY SERIES 2010 BOND ISSUED ON OCTOBER 27, 2010. Form 990, Part V, Line 1a NUMBER OF FORMS 1099 FILED ALL CALENDAR YEAR 2024 FORMS 1099 WERE FILED ON BEHALF OF PIEDMONT NEWNAN HOSPITAL BY ITS SOLE MEMBER, PIEDMONT HEALTHCARE, INC. (EIN 58-1503902), PURSUANT TO AN AGREEMENT WITH THE IRS TO FILE ALL FORMS 1099 FOR THE PIEDMONT HEALTHCARE SYSTEM ON A COMBINED BASIS. Form 990, Part VI, Line 6 Classes of members or stockholders PIEDMONT HEALTHCARE, INC., (EIN 58-1503902) IS THE SOLE MEMBER OF PIEDMONT NEWNAN HOSPITAL ("PNH"). Form 990, Part VI, Line 7a Members or stockholders electing members of governing body THE BOARD OF PIEDMONT HEALTHCARE, PIEDMONT NEWNAN HOSPITAL'S SOLE MEMBER APPOINTS THE MEMBERS OF THE BOARD OF DIRECTORS OF PIEDMONT NEWNAN HOSPITAL. Form 990, Part VI, Line 7b Decisions requiring approval by members or stockholders PIEDMONT NEWNAN HOSPITAL'S BOARD POLICIES AND DECISIONS MUST BE FILED, IMMEDIATELY AFTER ADOPTION, WITH THE SECRETARY OF THE PIEDMONT HEALTHCARE BOARD OF DIRECTORS. SUCH POLICIES AND DECISIONS OF THE PIEDMONT NEWNAN HOSPITAL BOARD OF DIRECTORS ARE NOT SUBJECT TO THE APPROVAL OF OR RATIFICATION BY THE PIEDMONT HEALTHCARE BOARD, BUT SHOULD THE NEED ARISE, THEY MAY BE RESCINDED BY THE PIEDMONT HEALTHCARE BOARD THROUGH A MAJORITY VOTE OF ITS DIRECTORS. Form 990, Part VI, Line 11b Review of form 990 by governing body INFORMATION NEEDED TO PREPARE PIEDMONT NEWNAN HOSPITAL'S FORM 990 IS COMPILED BY INDIVIDUALS IN THE ORGANIZATION'S FINANCE DEPARTMENT. THE INFORMATION IS REVIEWED BY PNH'S CONTROLLER AND VP/CFO. THE 990 IS THEN PREPARED INTERNALLY BY PIEDMONT HEALTHCARE, INC.'S TAX DEPARTMENT AND SUBMITTED TO AN EXTERNAL TAX PREPARER FOR REVIEW. PRIOR TO FILING, COPIES OF FORM 990 ARE PROVIDED TO THE BOARD OF DIRECTORS OF PIEDMONT HEALTHCARE, INC., THE ORGANIZATION'S SOLE MEMBER, FOR BOARD REVIEW. Form 990, Part VI, Line 12c Conflict of interest policy COMPLIANCE WITH THE ORGANIZATION'S CONFLICT OF INTEREST POLICY IS MONITORED AND ENFORCED BY ORGANIZATION MANAGEMENT IN COORDINATION WITH PIEDMONT HEALTHCARE'S CHIEF COMPLIANCE OFFICER. ALL SENIOR LEADERS, BOARD MEMBERS, PHYSICIAN EMPLOYEES, NURSE PRACTITIONERS/PHYSICIAN ASSISTANTS AND EMPLOYEES AND NON-EMPLOYEES ENGAGED IN RESEARCH ARE REQUIRED TO ANNUALLY DISCLOSE ALL MATTERS WHICH COULD POTENTIALLY CONSTITUTE A CONFLICT OF INTEREST. MATTERS DISCLOSED UNDER THE POLICY MUST BE REVIEWED IN WRITING BY THE PIEDMONT HEALTHCARE CONFLICT OF INTEREST COMMITTEE IN ORDER TO DETERMINE WHETHER A CONFLICT EXISTS AND, IF SO, WHETHER TO ELIMINATE OR MANAGE THE CONFLICT. ALL BOARD MEMBERS AND EMPLOYEES OF PIEDMONT NEWNAN HOSPITAL ARE PROVIDED TRAINING ON CONFLICT OF INTEREST ISSUES, INCLUDING REPORTING REQUIREMENTS, AT NEW EMPLOYEE ORIENTATION AND AT LEAST ANNUALLY THEREAFTER. NONCOMPLIANCE WITH THE CONFLICT OF INTEREST POLICY MUST BE REPORTED TO PIEDMONT HEALTHCARE'S SENIOR VICE PRESIDENT OF COMPLIANCE FOR INVESTIGATION, AND REMEDIAL STEPS MUST BE TAKEN AS APPROPRIATE UNDER THE PIEDMONT HEALTHCARE DISCIPLINARY POLICIES. Form 990, Part VI, Line 15a Process to establish compensation of top management official COMPENSATION FOR EXECUTIVES OF PIEDMONT NEWNAN HOSPITAL IS SET BY THE BOARD OF DIRECTORS OF PIEDMONT HEALTHCARE, INC. THE PIEDMONT HEALTHCARE, INC., BOARD OF DIRECTOR'S EXECUTIVE PERFORMANCE AND COMPENSATION COMMITTEE ("THE COMMITTEE") IS COMPOSED OF AT LEAST THREE MEMBERS OF THE PHC BOARD OF DIRECTORS, SERVING TERMS OF THREE YEARS, AND THE MAJORITY OF WHICH ARE COMMUNITY DIRECTORS WHO GENERALLY DO NOT HAVE CONFLICTS OF INTEREST RELATED TO FULFILLMENT OF THE DUTIES AS OUTLINED BELOW. THE COMMITTEE OVERSEES EXECUTIVE PERFORMANCE AND COMPENSATION ON BEHALF OF THE PHC BOARD, SUBJECT TO THE ULTIMATE AUTHORITY AND OVERSIGHT OF THE BOARD. THE COMMITTEE ALSO FORMULATES POLICIES AND MAKES DECISIONS IN ORDER TO ENSURE A HIGH LEVEL OF EXECUTIVE PERFORMANCE. THE COMMITTEE IS AUTHORIZED TO ACT ON BEHALF OF THE PHC BOARD AS SET OUT IN ITS CHARTER, AND THE COMMITTEE IS ALSO CHARGED WITH PROVIDING RECOMMENDATIONS AND PERIODIC REPORTS TO THE PHC BOARD REGARDING EXECUTIVE PERFORMANCE AND COMPENSATION. ALL DECISIONS AND COMPARABILITY DATA ARE DOCUMENTED IN THE COMMITTEE MEETING MINUTES. FUNCTIONS OF THE COMMITTEE: - ASSESS AND IMPLEMENT POLICIES REGARDING PERFORMANCE, COMPENSATION AND BENEFITS OF THE PRESIDENT/CEO AND OTHER EXECUTIVES AS DETERMINED BY THE COMMITTEE - SELECT AN EXECUTIVE COMPENSATION CONSULTANT WHO REPORTS TO THE COMMITTEE - ANNUALLY REVIEW THE PRESIDENT/CEO SUCCESSION PLAN - FORMULATE AND IMPLEMENT ANNUAL PERFORMANCE OBJECTIVES FOR THE PRESIDENT/CEO, AND REVIEW AND APPROVE ANNUALLY RECOMMENDATIONS FROM THE PRESIDENT/CEO RELATING TO COMPENSATION, PERFORMANCE OBJECTIVES, AND SUCCESSION PLANS FOR EVP EXECUTIVES - ANNUALLY ASSESS PRESIDENT/CEO PERFORMANCE; IF NECESSARY, IMPLEMENT ACTION PLAN WITH PRESIDENT/CEO INPUT TO IMPROVE HIS/HER PERFORMANCE; ADJUST COMPENSATION AS APPROPRIATE; THE COMMITTEE CHAIR SHALL CONSULT WITH THE PHC GOVERNANCE COMMITTEE CHAIR AND THE PHC BOARD CHAIR AND SHALL COORDINATE THE ANNUAL PERFORMANCE REVIEW OF THE PHC PRESIDENT/CEO, UNLESS THE PHC BOARD CHAIR HAS A REAL OR PERCEIVED CONFLICT OF INTEREST, IN WHICH CASE THE COMMITTEE CHAIR SHALL DETERMINE THE PROPER REVIEW PROCESS - REVIEW AND APPROVE LONG-TERM AND SHORT-TERM GOALS TO BE USED IN CONNECTION WITH EVP COMPENSATION PROGRAMS AS RECOMMENDED BY THE PRESIDENT/CEO AND VALIDATED BY THE COMPENSATION CONSULTANT - PERIODICALLY REVIEW COMPENSATION, IF ANY, FOR THE PHC BOARD CHAIR AND ALL BOARD CHAIRS OF THE PHC SUBSIDIARIES - ESTABLISH OTHER POLICIES AND PROCEDURES, AND PERFORM OTHER TASKS, RELATED TO EXECUTIVE PERFORMANCE AND COMPENSATION, INCLUDING BUT NOT LIMITED TO, APPROVAL OF EXECUTIVE EMPLOYMENT CONTRACTS AND BENEFITS - PERIODICALLY REPORT SIGNIFICANT DECISIONS AND ANY ADDITIONAL REQUESTED INFORMATION TO THE PHC BOARD. Form 990, Part VI, Line 15b Process to establish compensation of other employees PLEASE SEE DISCLOSURE FOR FORM 990, PART VI, LINE 15A, ABOVE. Form 990, Part VI, Line 19 Required documents available to the public GOVERNING DOCUMENTS, CONFLICT OF INTEREST POLICY, AND FINANCIAL STATEMENTS ARE AVAILABLE UPON REQUEST. THESE DOCUMENTS SHOULD BE REQUESTED FROM PIEDMONT HEALTHCARE, INC.'S LEGAL COUNSEL. Form 990, Part VIII, Line 11d Other Miscellaneous Revenue OTHER REVENUE - Total Revenue: 172, Related or Exempt Function Revenue: 172, Unrelated Business Revenue: 0, Revenue Excluded from Tax Under Sections 512, 513, or 514: 0; Form 990, Part XI, Line 9 Other changes in net assets or fund balances CONTRIBUTIONS - -30569; BOOK/TAX DIFFERENCES - 23010; CHANGE IN TEMP. ASSETS - -15847; CHANGE IN UNREST. ASSETS - 35522; UNALLOCATED EXPENSES - -6731588; INTERCOMPANY TRANSFERS - -85644988; Total - -92364460; Form 990, Part VII, Section B Independent Contractor Reporting ALL CALENDAR YEAR 2024 FORMS 1099 WERE FILED ON BEHALF OF PIEDMONT NEWNAN HOSPITAL BY ITS SOLE MEMBER, PIEDMONT HEALTHCARE, INC. (EIN 58-1503902), PURSUANT TO AN AGREEMENT WITH THE IRS TO FILE ALL FORMS 1099 FOR THE PIEDMONT HEALTHCARE SYSTEM ON A COMBINED BASIS. 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