2024-05-14T12:59:26-05:00 2023-06-30 KPMG LLP 303 PEACHTREE ST STE 2000 ATLANTA GA 30308 990 2022-07-01 582179986 PIEDMONT ATHENS REGIONAL MEDICAL CENTER INC % MARIE GAFFNEY PIED 7064757000 1199 PRINCE AVENUE ATHENS GA 30606 MARIE GAFFNEY VP CORPORATE FINANCE 4702716007 2024-05-13 true MARIE GAFFNEY 999009999 WHITNEY B HEBRON P01226647 4042223000 2024-05-13 3 2022 2023-04-26 12:10:37Z MR J MICHAEL BURNETT 1199 PRINCE AVENUE ATHENS GA 30606 774009795 false X WWW.PIEDMONT.ORG/LOCATIONS/PIEDMONT-ATHENS/ X 1987 GA PROVISION OF HEALTHCARE SERVICES. 13 7 3509 700 0 0 7598236 0 698459864 747281090 375055 399289 -12138670 26322514 694294485 774002893 377716 534289 0 0 250009277 263134777 0 0 0 349076137 420638395 599463130 684307461 94831355 89695432 698560187 638876498 390095375 291863911 308464812 347012587 THE MISSION OF PIEDMONT ATHENS REGIONAL MEDICAL CENTER IS TO IMPROVE THE LIVES AND HEALTH OF THOSE WE TOUCH. false false 626771830 534289 766969666 PIEDMONT ATHENS REGIONAL MEDICAL CENTER ("PAR") IS A 427-BED FACILITY LOCATED IN THE CITY OF ATHENS IN CLARKE COUNTY, GEORGIA. OVER 500 PRIMARY CARE AND SPECIALTY PHYSICIANS COMPRISE THE MEDICAL STAFF AND MEET THE PROFESSIONAL CLINICAL NEEDS OF CHILDREN, ADULTS, AND SENIORS WITHIN ATHENS AND THE SURROUNDING NORTHEAST GEORGIA MARKET, REGARDLESS OF ANY INDIVIDUAL'S ABILITY TO PAY FOR SERVICES. FOR THE FISCAL YEAR ENDED JUNE 30, 2023, THE HOSPITAL HAD 21,900 PATIENT ADMISSIONS WITH A TOTAL OF 106,679 DAYS OF IN-PATIENT HOSPITALIZATION. ER VISITS TOTALED 82,046 OUTPATIENT VISITS TOTALED 285,710. SURGICAL SERVICES WERE PROVIDED TO 16,790 PATIENTS. 626771830 true false 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 true X 0 0 3509 true false false false false false false false false false false true false X 13 7 false false false false true true true true true false false false true true true true true true true false GA X MARIE GAFFNEY 4702716007 2727 PACES FERRY RD BLDG 2 STE 70 ATLANTA GA 30339 X MR KEVIN BROWN BOARD MEMBER 1.0 54.0 X 0 3185079 423467 Mr Michael Mandl Board Member 1.0 54.0 X 0 1580598 196054 Ms Elizabeth Leddy SECRETARY/CLO PHC 1.0 54.0 X 0 1389485 138711 Mr Thomas Arnold TREASURER/CFO PHC 1.0 54.0 X 0 1173444 130741 Mr J Michael Burnett CEO 47.0 8.0 X X 1047303 0 128961 Ms Wendy Cook CFO 55.0 0.0 X 534983 0 39774 DR BASILIO ADDO PHYSICIAN 40.0 0.0 X 532530 0 36780 Mr Jason Smith COO 55.0 0.0 X 402745 0 33691 Ms Tamara Jackson CNO 40.0 0.0 X 422761 0 4484 Mr Robert Sinyard VP MEDICAL AFFAIRS 40.0 0.0 X 377831 0 26206 Dr Catherine Apaloo FACULTY PROGRAM DIRECTOR 40.0 0.0 X 360443 0 34497 Dr James Appiah-Pippim Director, Residency Program 40.0 0.0 X 356122 0 28041 Mr Michael McAnder FORMER TREASURER/CFO PHC 0.0 0.0 X 0 150106 0 Dr Carolann Eisenhart Board Member 1.0 4.0 X 85080 0 0 Dr David Sailors Board Member/CHAIR 1.0 5.0 X X 52800 2494 0 DR KELLY GROW BOARD MEMBER 1.0 4.0 X 37457 0 0 Ms Cheryl Legette Board Member/VICE CHAIR 1.0 5.0 X 0 0 0 Ms Kim Ripps Board Member 1.0 4.0 X 0 0 0 Dr Samuel K Thomason Board Member 1.0 4.0 X 0 0 0 Mr Tony Townley Board Member 1.0 4.0 X 0 0 0 MR ALAN REDDISH BOARD MEMBER 1.0 4.0 X 0 0 0 MR PHILLIP E BETTENDORF BOARD MEMBER 1.0 4.0 X 0 0 0 MR ROSWELL LAWRENCE JR BOARD MEMBER 1.0 4.0 X 0 0 0 4210055 7481206 1221407 329 true true false MEDICAL CENTER ANESTHESIOLOGY OF AT 1199 PRINCE AVE ATHENS GA 30606 ANESTHESIA 41842934 DPR CONSTRUCTION 3301 WINDY RIDGE PKWY ATLANTA GA 30339 CONSTRUCTION 34563576 ATHENS PULMONARY ALLERGY PC 3320 OLD JEFFERSON RD ATHENS GA 30607 MEDICAL SERVICES 27956190 GEORGIA EMERGENCY MEDICINE SPECIALI 1199 PRINCE AVE ATHENS GA 30606 ER SERVICES 19741403 MEDICAL SOLUTIONS LLC 1010 N 102ND STREET SUITE 300 OMAHA NE 68114 HELATHCARE STAFFING 12054139 35 0 HEALTHCARE SERVICES 622110 666672785 666672785 0 0 PHARMACY 900099 69791421 69791421 0 0 PARKING 900099 890065 0 0 890065 OTHER OPERATING REVENUE 900099 9926819 9926819 0 0 747281090 0 0 0 4828929 0 4828929 0 4828929 0 0 4828929 406191 6902 399289 399289 0 0 399289 0 0 0 0 0 0 594321 0 594321 0 0 594321 CAFETERIA SALES 722210 1210688 0 0 1210688 PARTNERSHIP GAIN/LOSS 900099 19196762 19196762 0 0 OTHER REVENUE 900099 491814 491814 0 0 20899264 774002893 766079601 0 7923292 534289 534289 0 0 0 2131331 2007927 123404 0 0 207569952 195551652 12018300 0 0 40031406 37713588 2317818 0 13402088 12626107 775981 0 33406 0 33406 0 299868 0 299868 0 0 0 0 0 62914614 58964409 3950205 0 1668836 1251627 417209 0 30363773 30215908 147865 0 12315546 9236659 3078887 0 0 15463820 12817507 2646313 0 112427 100190 12237 0 0 91090 81855 9235 0 7994918 0 7994918 0 0 34435863 25826897 8608966 0 4770779 0 4770779 0 MEDICAL SUPPLIES & DRUGS 181380982 181380982 0 0 BAD DEBT EXPENSE 36859915 36859915 0 0 TAXES 6106959 6106959 0 0 OTHER EXPENSES 25825599 15495359 10330240 0 684307461 626771830 57535631 0 17866188 2341901 0 0 0 0 204726037 149292050 0 0 0 0 0 0 12374767 14332665 6280535 14008775 590276944 135915116 452490048 454361828 0 0 0 0 0 0 0 0 4822612 4539279 698560187 638876498 196595591 109665655 0 0 651111 528088 159648111 152188966 0 0 0 0 0 0 0 0 33200562 29481202 390095375 291863911 X 308464812 347012587 0 0 308464812 347012587 698560187 638876498 X 89695432 -51147657 X false true X true true true X 28469176 28469176 347982408 58226080 289756328 45039 10727 34312 131324826 63447859 67876967 82455495 14230450 68225045 454361828 0 MISCELLANEOUS PAYABLES 25837 LEASE PAYABLE 29455365 29481202 X Schedule D, Part X, Line 2, ASC 740 FOOTNOTE (FKA FIN 48) 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. 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X X true true X X X X true X SEE PART V X SEE PART V X SEE PART V X X X X X X true X false X X X X true X false false SCHEDULE H, PART V, LINE 5: COMMUNITY REPRESENTATION AS A PART OF OUR PROCESS, WE INTERVIEWED NEARLY 245 STAKEHOLDERS, POLICY MAKERS AND LAWMAKERS REPRESENTING PUBLIC HEALTH, LOW-INCOME POPULATIONS, MINORITIES, CHRONIC CONDITIONS, OLDER ADULTS, AND OUR COMMUNITIES. THESE INCLUDED 12 STAKEHOLDERS WITHIN THE PIEDMONT ATHENS COMMUNITY, WHO GAVE THEIR PERSPECTIVES ON COMMUNITY HEALTH THROUGH THE LENS OF THEIR ROLE WITHIN THE COMMUNITY. THESE INTERVIEWS WERE CONDUCTED FOR PEOPLE REPRESENTING THE ENTIRE REGION. SPECIFICALLY, WE INTERVIEWED REPRESENTATIVES OF LOCAL AND REGIONAL PUBLIC HEALTH ENTITIES, MINORITY POPULATIONS, FAITH-BASED COMMUNITIES, LOCAL BUSINESS OWNERS, THE PHILANTHROPIC COMMUNITY, MENTAL HEALTH AGENCIES, ELECTED OFFICIALS AND INDIVIDUALS REPRESENTING OUR MOST VULNERABLE PATIENTS. THE PIEDMONT HEALTHCARE BOARD OF DIRECTORS AND LEADERSHIP FROM ALL 19 HOSPITALS WERE ACTIVELY INFORMED AND ENGAGED THROUGHOUT THIS PROCESS. SCHEDULE H, PART V, LINE 7A: COMMUNITY HEALTH NEEDS ASSESSMENT WEBSITE https://www.piedmont.org/media/file/Community-Benefit-Needs-Assessment-PAR .pdf SCHEDULE H, PART V, LINE 7D: PUBLIC AVAILABILITY OF CHNA IN ADDITION TO MAKING ITS CHNA REPORTS AVAILABLE ON ITS WEBSITE AND BY REQUEST, PIEDMONT ATHENS REGIONAL MEDICAL CENTER 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, LINE 10A: IMPLEMENTATION STRATEGIES WEBSITE THE BOARD OF DIRECTORS FOR PIEDMONT ATHENS REGIONAL MEDICAL CENTER APPROVED ITS IMPLEMENTATION STRATEGY FOR THE THREE-YEAR PERIOD BEGINNING WITH FY23 ON OCTOBER 27, 2022, WITHIN THE GRACE PERIOD FOLLOWING THE APPROVAL OF THE NEW COMMUNITY HEALTH NEEDS ASSESSMENT. THE FOLLOWING LINK IS FOR THE IMPLEMENTATION STRATEGY EFFECTIVE THROUGH JUNE 30, 2025. https://www.piedmont.org/media/file/Community-Benefit-Implementation-Strat egy-PAR.pdf SCHEDULE H, PART V, LINE 11: ADDRESSING COMMUNITY HEALTH NEEDS PIEDMONT ATHENS REGIONAL MEDICAL CENTER CONDUCTED ITS FOURTH CHNA DURING FY22, AGAIN BY ASSESSING PUBLICLY AVAILABLE DATA, INTERVIEWING COMMUNITY MEMBERS AND STAKEHOLDERS, CONDUCTING FOCUS GROUPS OF VULNERABLE POPULATIONS, INTERVIEWING PIEDMONT BOARD MEMBERS, AND SURVEYING PIEDMONT EMPLOYEES. THROUGH THIS PROCESS, PIEDMONT ATHENS REGIONAL MEDICAL CENTER DETERMINED AND PRIORITIZED THE COMMUNITY HEALTH NEEDS IT WOULD ADDRESS BASED ON THE NUMBER OF PERSONS AFFECTED, THE SERIOUSNESS OF THE ISSUE, WHETHER THE HEALTH NEED AFFECTED VULNERABLE POPULATIONS, AND THE AVAILABILITY OF COMMUNITY AND HOSPITAL RESOURCES NECESSARY TO ADDRESS THE ISSUE. ALL PRIORITIES ARE VIEWED THROUGH THE LENS OF HEALTH DISPARITIES, WITH PARTICULAR ATTENTION PAID TO IMPROVING OUTCOMES FOR THOSE MOST VULNERABLE DUE TO INCOME AND RACE. BASED ON THE CHNA, PIEDMONT ATHENS REGIONAL MEDICAL CENTER IS CURRENTLY FOCUSING ON: (1) ENSURING AFFORDABLE ACCESS TO HEALTH, MENTAL, AND DENTAL CARE (2) REDUCING PREVENTABLE INSTANCES OF, AND DEATHS FROM, CANCER (3) PROMOTING HEALTHY BEHAVIORS TO REDUCE PREVENTABLE CONDITIONS, DISEASES, AND ADDICTION (4) REDUCING PREVENTABLE INSTANCES OF, AND DEATHS FROM, HEART DISEASE SCHEDULE H, PART V, LINE 16: FINANCIAL ASSISTANCE POLICY WEBSITES FINANCIAL ASSISTANCE POLICY - HTTPS://WWW.PIEDMONT.ORG/MEDIA/FILE/FINANCIAL-ASSISTANCE-POLICY.PDF FINANCIAL ASSISTANCE APPLICATION - HTTPS://WWW.PIEDMONT.ORG/MEDIA/FILE/FINANCIAL-ASSISTANCE-APPLICATION.PDF FINANCIAL ASSISTANCE PLAIN LANGUAGE SUMMARY - HTTPS://WWW.PIEDMONT.ORG/MEDIA/FILE/FINANCIAL-ASSISTANCE-PLAIN-LANGUAGE-SU MMARY-ENGLISH.PDF SCHEDULE H, PART VI, LINE 1: REQUIRED DESCRIPTIONS SCHEDULE H, PART I, LINE 6A We regularly report to the community our community benefit activities in several ways. Each year, we prepare a systemwide community benefit report that is available to the public through publication on our website. We also make available our IRS Form 990 Schedule H on our website and provide copies to anyone upon request. We also provide information on community benefit programming to local, state, and federal lawmakers through our government affairs office and online at piedmont.org. SCHEDULE H, PART I, LINE 7(F) 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 $684,307,461, LESS BAD DEBT EXPENSE OF $36,859,915 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. Periodically, leadership assesses the adequacy of the allowance for doubtful accounts based upon historical write-off experience by payor category. The results of the review are then used to make any modifications to the provision for bad debts to establish an appropriate allowance for uncollectible receivables. THE AMOUNT REPORTED ON PART III, LINE 3, WAS DETERMINED BY TAKING THE AVERAGE ACCEPTANCE RATE FOR ALL CHARITY CARE APPLICATIONS RECEIVED DURING THE YEAR MULTIPLIED BY THE NUMBER OF DENIALS THAT WERE ATTRIBUTABLE TO INSUFFICIENT INFORMATION. THAT TOTAL WAS THEN ADJUSTED DOWNWARD FOR THE ORGANIZATION'S USE OF PRESUMPTIVE ELIGIBILITY WHEN DETERMINING ITS COMMUNITY BENEFITS. BAD DEBT EXPENSE FOOTNOTE FROM CONSOLIDATED, AUDITED FINANCIAL STATEMENTS: THE PROVISION FOR BAD DEBTS IS BASED UPON MANAGEMENT'S ASSESSMENT OF HISTORICAL AND EXPECTED NET COLLECTIONS CONSIDERING BUSINESS AND ECONOMIC CONDITIONS, TRENDS IN HEALTH CARE COVERAGE, AND OTHER COLLECTION INDICATORS. PERIODICALLY, MANAGEMENT ASSESSES THE ADEQUACY OF THE ALLOWANCE FOR DOUBTFUL ACCOUNTS BASED UPON HISTORICAL WRITE-OFF EXPERIENCE BY PAYOR CATEGORY. THE RESULTS OF THIS REVIEW ARE THEN USED TO MAKE ANY MODIFICATIONS TO THE PROVISION FOR BAD DEBT TO ESTABLISH AN APPROPRIATE ALLOWANCE FOR UNCOLLECTIBLE RECEIVABLES. PIEDMONT ATHENS REGIONAL MEDICAL CENTER 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 on Part III, Line 6, was calculated in accordance with Schedule H instructions by utilizing our allowable Medicare cost as reported in the Medicare cost report, which is based on a cost to charge ratio. However, the allowable costs in the Medicare cost report do not reflect the actual cost of providing care to patients since the Medicare cost report excludes many direct patient care costs that are essential to provide quality healthcare for Medicare patients. For example, certain coverage fees to physicians, cost of Medicare C and D, and other similar direct patient care expenses are specifically excluded from allowable cost in the Medicare Cost Report. IRS Revenue Ruling 69-545 provides, in part, that hospitals serving patients with governmental health insurance, such as Medicare, is an indication we operate to promote health in the community. Our policy is to treat Medicare patients, regardless of the extent to which Medicare pays for the treatment. For many services, Medicare's reimbursement is less than the cost of the care provided, resulting in shortfalls that are to be absorbed by us in honor of our commitment to treat elderly patients. Many of these patients live on a low, fixed income, and would qualify for financial assistance or other means-tested programs, absent from their enrollment in Medicare. SCHEDULE H, PART III, LINE 9(B) 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 SCHEDULE H, PART VI, LINE 2: NEEDS ASSESSMENT As a designated 501(c)(3) nonprofit hospital, we are required by the Internal Revenue System to conduct a triennial community health needs assessment (CHNA), in accordance with regulations put forth by the IRS following the 2010 Patient Protection and Affordable Care Act (ACA). Through this assessment, we hope to better understand local health challenges, identify health trends in our community, determine gaps in the current health delivery system and craft a plan to address those gaps and the identified health needs. In FY22, we conducted our fourth triennial CHNA and FY23 was the first year for activities outlined in its subsequent Implementation Strategy. The CHNA was led by the Piedmont Healthcare community benefits team and consulting organization Public Goods Group, with input and direction from Piedmont leadership and Piedmont Healthcare's Department of External Affairs. Process The CHNA started with a definition of our community, which is our home county due to the impact of our tax-exempt status. Property taxes make up the largest segment of a hospital's tax exemption, which impacts county revenues. Because of this, we aim to ensure that we are providing ample benefit to our county and its residents. Additionally, we take into consideration patient origin, especially that of our lower-income patients such as those who qualify for financial assistance or receive insurance coverage through Medicaid. Our secondary communities are considered the areas in which we have the highest concentration of patients fitting that criterion, including ones from nearby communities. Once we established our primary and secondary communities, we then conducted an analysis of available public health data. This included resources from: US Census, US Health and Human Services' Community Health Status Indicators, US Department of Agriculture, Economic Research Service, National Center for Education Statistics, Kaiser Family Foundation's State Health Facts, American Heart Association, County Health Rankings and Georgia Online Analytical Statistical Information System (OASIS). All figures within the CHNA were for 2020, unless otherwise noted. Health indicators are estimates provided by County Health Rankings and hospital data were internally sourced. We then interviewed key stakeholders who have a particular expertise or knowledge of our communities. Specifically, we interviewed representatives of local and regional public health entities, minority populations, faith-based communities, local business owners, the philanthropic community, mental health agencies, elected officials and individuals representing our most vulnerable patients. An internal survey was also conducted throughout the healthcare system for both clinical and non-clinical employees. Information was gathered on knowledge and understanding of community benefit and current programs, as well as suggestions for how we can better serve our patients and communities. Approximately 1,053 employees spanning the system responded. Additionally, we conducted a community-based survey that was widely advertised to the community. Once both qualitative and quantitative data was gathered, we authored the preliminary report, which was then vetted and reviewed by hospital and health system leadership. In this report, we identified several key community health needs that emerged during the assessment process. The chosen priorities were recommended by the community benefit department with sign-off from hospital and board leadership. The following criteria were used to establish the priorities: - The number of persons affected; - The seriousness of the issue; - Whether the health need particularly affected persons living in poverty or reflected health disparities; and, - Availability of community and/or hospital resources to address the need. 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. The priorities we chose reflected a collective agreement on what hospital leadership, staff and the community felt was most important and within our ability to positively impact the issue. Once priorities were approved by the board of directors, we then authored the CHNA and presented our findings and recommendations to the hospital's board of directors for their input and approval. Our priorities A key component of the CHNA is to identify the top health priorities we will address over fiscal years 2023, 2024, and 2025. These priorities will guide our community benefit work. They are, in no order: - Ensure affordable access to health, mental, and dental care - Reduce preventable instances of and deaths from cancer - Promote healthy behaviors to reduce preventable conditions, diseases, and addiction - Reduce preventable instances of and deaths from heart disease With each priority, we work to achieve greater health equity by reducing the impact of poverty and other socioeconomic indicators. This means that health equity is built into each priority, which is demonstrated through our implementation strategies. Our subsequent implementation strategy was developed in partnership with hospital leadership and community stakeholders to address the identified priorities in our FY22 community health needs assessment. The implementation strategy was designed to be executed over a three-year period and included specific metrics by which we would be able to evaluate our work and its impact. The implementation strategy was developed by utilizing community feedback from the assessment in partnership with the system community benefits department, our leadership, and our board of directors. We included proven and successful interventions and programming, investing further in work we felt was successful in addressing unmet health needs. SCHEDULE H, PART VI, LINE 3: PATIENT EDUCATION OF ASSISTANCE ELIGIBILITY We understand that not everyone can pay their hospital bill due to their insurance status or a limited income, and because of this, we offer financial assistance to qualifying patients. Notification about financial assistance includes, but is not limited to, a dedicated contact number, notices in patient bills, and posted notices in key areas of the hospital. These locations are the emergency room, admitting and registration departments, our business office, and patient financial services offices that are located on site. We also publish and widely publicize a plain language summary of this financial assistance care policy on our website, as well as the full policy. Referral of patients for financial assistance may be made by any staff or medical staff member at the hospital, including physicians, nurses, financial counselors, social workers, case managers, chaplains, and religious sponsors. A request for financial assistance may be made by the patient or a family member, close friend, or associate of the patient, subject to applicable privacy laws. Additionally, we provide copies of our financial assistance policy to our partner clinics and others who work closely with low-income populations. We help our partners in understanding the policy, how it relates to their populations, and receive feedback in ways our financial assistance programming could be improved. SCHEDULE H, PART VI, LINE 4: COMMUNITY INFORMATION While Piedmont Athens serves patients from all over northeast Georgia, we consider our community to be Athens-Clarke County. We do this in consideration of our relationship with the Hospital Authority of Clarke County and in recognition of the direct impact of our tax-exempt status on county residents. In Athens-Clarke County, an average of 128,195 people lived in the 119-square-mile area each year from 2017 and 2021.The population density for this area, estimated at about 1,100 people per square mile, is greater than the national average population density of 93 people per square mile. Athens-Clarke is almost entirely urban, and only six percent of the population lived in a rural area in 2020. The median age of people living within the county from 2017 to 2021 was about 29, much lower than state and national averages. About 17 percent of the population were 18 or younger, 11 percent were over the age of 65, and 72 percent were between ages of 18 and 64. More than nine percent identified as being born outside of the US and seven percent did not possess US citizenship status. The Hispanic population within the community is growing, and now represents approximately 11 percent of the community. An average of about five percent of county residents were veterans each year from 2017 to 2021, with the highest concentration living in the ZIP code 30683 (Winterville). The majority were between the ages of 35 and 64. Approximately 12 percent of the county population lived with a disability, and most were over the age of 65. In Athens-Clarke County, Black populations were more likely to be disabled than any other race. In Athens-Clarke County, adults ages 18 to 64 are most likely to be uninsured, reflecting a nationwide trend. From 2017 to 2021, among the nearly 13 percent of the overall uninsured county population, 15 percent represented uninsured adults within the 18 to 64 age group. In the county, minorities were much more likely to be uninsured. Compared to their white counterparts, with which nine percent were uninsured, 11 percent of the Black or African American population, 15 percent of the Asian population, and 31 percent of the Hispanic or Latino population in the county were uninsured. As of September 2023, of the nearly 60,500 included in the labor force, more than 58,000 were employed, leading to an unemployment rate of about three percent of the county population. This indicator is relevant, because unemployment creates financial instability and barriers to access including insurance coverage, health services, healthy food, and other necessities that contribute to poor health status. Over the past decade, this rate has consistently decreased, and the current unemployment rate is now half of what it was in 2014. Of the approximately 53,000 total occupied households in Athens-Clarke County, about 20,800 - about 40 percent of the population - live in cost-burdened households, in which housing costs are 30 percent or more of total household income. Approximately 52 percent of all rental households in the county were cost burdened. Additionally, 22 percent of households had costs that exceeded 50 percent of the household income, which places the household in significant financial strain. In Athens-Clarke County, in 2019, 13 of the county's 30 census tracts were food deserts, and more than 52,000 people lived within these census tracts. These tracts almost directly correspond with census tracts demonstrating retailers who are authorized to take SNAP benefits. In Athens-Clarke County, like in most of the state, those retailers tend to be convenience and discount stores that carry limited, if any, healthy foods. Low food access is defined as living more than one mile from the nearest supermarket, supercenter, or large grocery store. This indicator is relevant because it highlights populations and geographies facing food insecurity. According to the 2019 Food Access Research Atlas database, 40 percent of the total population in the county have low food access, meaning about 46,700 county residents may struggle to access healthy foods. In 2021, about 77 percent of adults aged 18 or older saw a doctor for a routine checkup the previous year, a measure that is likely over-reported and is lower than both state and national averages. For Medicare recipients, this number jumps to 88 percent of adult beneficiaries, which is above both state and national averages. Routine checkups are a critical component 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 Athens-Clarke County, with a disproportionate impact on Black populations. In 2020, the age-adjusted death rate was nearly 234 deaths for every 100,000 people, an increase since our last CHNA, when the date rate was about 221 deaths per every 100,000 people. There are similar disparities when looking at other areas of heart and cerebrovascular disease deaths. For example, in 2020, the death rate for stroke for African Americans was about 87 per every 100,000 people, as compared to the death rate for whites, which was less than 34 per every 100,000 people. The hospitalization rates for heart disease and stroke among Medicare recipients have decreased steadily over the last five years. The yearly average rate of hospitalization due to cardiovascular disease from 2017 to 2019 was about 10 hospitalizations per every 1,000 Medicare beneficiaries, which is slightly lower than the than the state and national rates of approximately 12 and 11, respectively. The hospitalization rate for stroke, though, is higher than both state and national rates, with nearly 10 hospitalizations per every 1,000 Medicare beneficiaries versus the state rate of approximately nine and the national rate of eight. Although heart disease leads in county deaths, cancer remains a critical issue within the community. When broken down by cancer site, the county's yearly average breast cancer incidence rate from 2016 to 2020 was nearly 138 diagnoses per every 100,000 females. This rate is much higher than the state and national rates of 129 and 127 diagnoses per every 100,000 females, respectively. Other diagnosed cancer sites are below state and national averages. In 2019, more than 7,700 adults aged 20 and older had diabetes, equaling approximately nine percent of the county's population. This was lower than the state rate of about 10 percent. Diabetes is a prevalent problem in the US, often indicating an unhealthy lifestyle, and it puts individuals at risk for further health issues. This figure has increased steadily year over year. Chronic kidney disease, also called chronic kidney failure, involves a gradual loss of kidney function. Kidneys filter waste and excess fluids from the blood, which are then removed in the urine. Advanced chronic kidney disease can cause dangerous levels of fluid, electrolytes and waste to build up in the body. In 2021, more than three percent of the county's population had a diagnosis of kidney disease, a rate on par with the state and national percentages. In 2021, nearly 35 percent of the total population of adults 18 and older reported having high cholesterol. Too much cholesterol puts one at risk for heart disease and stroke, two of the main causes of death within the county. That same year, about 38 percent of adults 18 and older had a diagnosis of high blood pressure. High blood pressure can damage the arteries by making them less elastic, which decreases the flow of blood and oxygen to the heart and leads to heart disease. SCHEDULE H, PART VI, LINE 5: PROMOTION OF COMMUNITY HEALTH We actively promote 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 FY23, Piedmont Healthcare launched the Empowering You platform to connect community members and patients with resources to address social determinant of health issues. Powered by FindHelp.org, Piedmont clinicians and case managers can search and refer patients to supporting organizations. In FY23, the PARMC's Clay Community Care Clinic provided primary, specialty and pharmacy services regardless of income or insurance status at a total operating expense of $2,023,070. Piedmont Athens provided funding to support prescription access for low-income patients by covering the staffing costs of a pharmacist and pharmacy buyer for the clinic, totaling $142,000. We supported Mercy Health Center, a charitable clinic partner, with $5,000 worth of vaccines and nearly $6,500 in laboratory tests. We also supported increased access to care through partnerships with paid community transportation companies to transport low-income patients to medical appointments at a cost of nearly $55,000. Piedmont Athens supported education to build the healthcare workforce with a $250,000 sponsorship to Athens Technical College. We provided experiential education for 71 resident physicians, 240 medical students, 2,091 students from various disciplines including nursing, respiratory care, radiology, and social work, as well as 500 high school shadow students, and 835 teen and college volunteers. In FY23, Piedmont Athens initiated a mini-grant program aimed at supporting Health Occupations Student Associations (HOSA) in local high schools. Six grants, each totaling $500, were awarded to HOSA Clubs at Oconee County High School, North Oconee High School, Commerce High School, Jefferson High School, Athens Community Career Academy, and Franklin County High School. PARMC also supported leadership programs, including LEAD Athens, Leadership Jackson County, Leadership Barrow County, Youth Leadership Athens, and Junior Leadership Barrow, by providing health education programming and sponsorship. Approximately 30 participants in LEAD Athens engaged in a question-and-answer session with Chief Operating Officer Jason Smith, and 20 Leadership Jackson County participants spent a half day on site for a question-and-answer session with Chief Executive Officer Michael Burnett, toured the new main tower, and received Hands-Only CPR training. We were the presenting sponsor for 30 Leadership Barrow County participants and provided opening comments at each session, as well as congratulatory comments and plaques at Graduation. PARMC provided input on community mental health strategies through Envision Athens. A PARMC representative attended eight Board of Director meetings and two Strategic Planning sessions. We also support this work through a $17,000 contribution. We provided $1,000 in funding for 20 students to receive dental care at the Hilsman Health Center, a clinic providing care for students in need in the Clarke County School District. More than 50 school nurses and special education teachers from Clarke and Oconee counties participated in a clinical hands-on skills training workshop implemented by Piedmont Athens Regional. We reached vulnerable populations by serving clients of community partners with prevention education, chronic disease management education, screenings, and referrals to health and social services. We conducted 65 blood pressure screening events with lifestyle coaching and referrals to care for 836 participants. We held approximately 200 classes with 2,000 participants and provided individual coaching for nearly 400 community members. Community partners included area churches, Advantage Behavioral Health Services, AIDS Athens/Live Forward Support Group, Athens Community Council on Aging, Clarke County Health Department, Daily Bread Community Kitchen, Diversion Center of Athens-Clarke County Jail, Extra Special People, Girl Scouts, Mercy Health Center, Oconee Senior Center, YMCA, YWCO, and schools in Clarke, Jackson, Oconee, and Oglethorpe counties. PARMC's Howard Stroud Community Health Symposium is an annual health event for African-Americans in our service area. We presented to 100 people on health concerns such as sickle cell anemia, diabetes, heart disease, breast health, colon cancer and mental health, and provided a free lunch. Safe Kids is a nonprofit organization that works to help families and communities keep safe from injuries. PARMC is the Safe Kids Coalition leader serving Athens-Clarke, Oconee, and Oglethorpe counties. We conducted 184 Safe Kids and school health programs with more than 8,000 participants. Our Child Passenger Safety Technicians provided nearly 200 car seat checks and distributed seats to families in need with grant funding. We provided mental health tips to school-aged children and school staff by creating 16 videos. There were about 750 video watches, with many of those viewed by classroom audiences. We reached community-at-large and vulnerable populations with two community stroke education programs with 24 participants. B.E.F.A.S.T. counseling was provided to 15 cardiology patients. We also maintained SNV Stroke Center Certification. We partnered with the UGA Extension Service, Firefly Trail Foundation and Athens-Clarke County Leisure Services to offer the Walk into Wellness series which engaged 40 families in education programs followed by walks or bike rides on the Firefly Trail. Two Cancer Prevention Cooking Schools matched 32 participants with tailored recipes for those facing cancer, emphasizing easy-to-prepare and nutritionally beneficial meals during treatment. In FY23, we held both solo and community partnered efforts to combat opioid and drug use in our community. At community events, we distributed opioid fact sheets with the National Rehab Hotline number to more than 300 people. We also created an opioid presentation for our free Speakers Bureau and a PARMC representative attended two committee meetings and three subcommittee meetings of the Athens-Clarke County Police and District Attorney Office's Opioid and Fentanyl Overdose Taskforce. The Loran Smith Center for Cancer Support at Piedmont Athens spent nearly $73,00 on group programs for more than 1,800 participants and 2,000 individual contacts. Support services for patients and caregivers included support groups, counseling, education programs, tai chi, yoga, massage, healing touch, and reiki. In FY23, we began to develop strong footing in the African-American faith-based community, specifically focused on reduction of colorectal cancer in African-American males. We also added a monthly caregiver support group and a support group specific to women with triple-negative breast cancer. The Loran Smith Center for Cancer Support also celebrated National Cancer Survivor's Day with a block party, uniting cancer survivors, families, and care teams for a day of celebration and inspiration. The event was attended by over 150 community members. In collaboration with EsoGuard, we conducted esophageal screenings for 50 Athens-Clarke County Fire Department firefighters. Firefighters have a 62 percent higher risk of getting esophageal cancer and a 39 percent increased risk of dying from esophageal cancer. We held our Second Annual Lung Screen Day with Clay Community Care Clinic patients who meet necessary criteria and uninsured status. Eleven exams were completed at a cost of $880. Four patients with abnormal scans will be followed up with by the clinic. As a financial contributor to the Oconee-Clarke Relay for Life, we played a vital role in cancer awareness and fundraising. Additionally, hosting a cancer survivor and caregiver dinner fostered community support before the relay event. PARMC offered nicotine cessation services for both the community-at-large and Piedmont patients system-wide. Our Courage to Quit program consisted of four-session classes, with two participants attending in person and 40 people participating virtually. We also conducted nearly 100 individual coaching sessions. Additionally, we held four vaping prevention sessions at middle schools, with 100 participants in total. Approximately 30 Hands-Only CPR classes were conducted, engaging nearly 670 participants. We also hosted five certification classes for non-pro SCHEDULE H, PART VI, LINE 6: AFFILIATED HEALTH CARE SYSTEM We are 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. Our community relations team works directly with the community. Our 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 certain departments of Piedmont Healthcare execute community benefit programming, such as our revenue department, which oversees the financial assistance program. SCHEDULE H, PART VI, LINE 7: STATE OF FILING OF COMMUNITY BENEFIT REPORT We are not required to file a community benefit report; however, we are required to file with the Georgia Department of Community Health information on our indigent and charity care, as well as our Medicaid and Medicare shortfalls. true ENVISION ATHENS INC 25O W DOUGHERTY ST 102 ATHENS GA 30601 874405176 501(C)(3) 17000 PROGRAM SUPPORT AMERICAN CANCER SOCIETY PO BOX 6051 ATHENS GA 30604 131788491 501(C)(3) 7500 PROGRAM SUPPORT UNIVERSITY OF GEORGIA FOUNDATION 394 SOUTH MILLEDGE AVE ATHENS GA 30605 586033837 501(C)(3) 30000 PROGRAM SUPPORT BOY SCOUTS OF AMERICA PO BOX 399 JEFFERSON GA 30546 580566207 501(C)(3) 5250 PROGRAM SUPPORT EXTRA SPECIAL PEOPLE INC PO BOX 615 WATKINSVILLE GA 30677 581710803 501(C)(3) 10000 PROGRAM SUPPORT ATHENS TECHNICAL COLLEGE 800 US HWY 29 N ATHENS GA 30601 581824771 501(C)(3) 250000 PROGRAM SUPPORT ATHENS AREA CHAMBER OF COMMERCE 246 W HANCOCK AVE ATHENS GA 30601 580144673 501(C)(6) 10500 PROGRAM SUPPORT FIREFLY TRAIL INC 346 LYNDON AVE ATHENS GA 30601 451444715 501(C)(3) 10000 PROGRAM SUPPORT GEORGIA 4-H CLUB FOUNDATION INC 306 HOKE SMITH ANNEX - UGA ATHENS GA 30602 580832988 501(C)(3) 7500 PROGRAM SUPPORT 8 1 SCHEDULE I, PART I, LINE 2 MONITORING THE 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 X false true true true false false false false false true false Mr J Michael Burnett CEO 583885 0 307178 0 156240 0 107168 0 21793 0 1176264 0 88868 0 Mr Michael Mandl Board Member 0 964313 0 515975 0 100310 0 181350 0 14704 0 1776652 0 0 Mr Robert Sinyard VP MEDICAL AFFAIRS 250969 0 99038 0 27824 0 0 0 26206 0 404037 0 0 0 Mr Jason Smith COO 310576 0 81587 0 10582 0 18300 0 15391 0 436436 0 0 0 Ms Tamara Jackson CNO 35610 0 17642 0 369509 0 1506 0 2978 0 427245 0 0 0 Ms Wendy Cook CFO 406504 0 107518 0 20961 0 18300 0 21474 0 574757 0 0 0 Dr Catherine Apaloo FACULTY PROGRAM DIRECTOR 349893 0 0 0 10550 0 0 0 34497 0 394940 0 0 0 Dr James Appiah-Pippim Director, Residency Program 323190 0 0 0 32932 0 18300 0 9741 0 384163 0 0 0 Mr Michael McAnder FORMER TREASURER/CFO PHC 0 0 0 0 0 150106 0 0 0 0 0 150106 0 0 Mr Thomas Arnold TREASURER/CFO PHC 0 640918 0 356487 0 176039 0 115097 0 15644 0 1304185 0 96797 Ms Elizabeth Leddy SECRETARY/CLO PHC 0 547780 0 295524 0 546181 0 117950 0 20761 0 1528196 0 490447 MR KEVIN BROWN BOARD MEMBER 0 1586846 0 1024812 0 573421 0 401674 0 21793 0 3608546 0 383374 DR BASILIO ADDO PHYSICIAN 257732 0 0 0 274798 0 15489 0 21291 0 569310 0 0 0 SCHEDULE J, PART I, LINE 1A: OTHER COMPENSATION ITEMS COMPANION TRAVEL AND CLUB DUES BOARD TRUSTEES ARE PROVIDED COMPANION TRAVEL - TAXABLE AMOUNT INCLUDED IN COMPENSATION. OFFICERS ARE PROVIDED SOCIAL CLUB DUES - TAXABLE AMOUNT INCLUDED IN COMPENSATION. KEVIN BROWN RECEIVED A DISCRETIONARY SPENDING ACCOUNT TOTALING $37,700, A FIXED AMOUNT DETERMINED BY HIS JOB LEVEL. ELIZABETH LEDDY, THOMAS ARNOLD, MICHAEL MANDL, AND J. MICHAEL BURNETT RECEIVED A DISCRETIONARY SPENDING ACCOUNT TOTALING $12,000. THIS SPENDING ACCOUNT WAS INCLUDED IN THEIR TAXABLE WAGES. SCHEDULE J, PART I, LINE 3: COMPENSATION OF THE CEO/EXECUTIVE DIRECTOR COMPENSATION OF THE CEO/EXECUTIVE DIRECTOR THE COMPENSATION FOR THE PRESIDENT/CEO OF PIEDMONT ATHENS REGIONAL MEDICAL CENTER 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 4A: SEVERANCE PAYMENTS MICHAEL MCANDER RECEIVED A SEVERANCE PAYMENT DURING CALENDAR YEAR 2022 IN THE AMOUNT OF $150,106. SCHEDULE J, PART I, LINE 4B: SUPPLEMENTAL COMPENSATION INFORMATION THE FOLLOWING INDIVIDUALS RECEIVED PAYMENTS FROM THEIR SUPPLEMENTAL EXECUTIVE RETIREMENT PLANS: MICHAEL BURNETT: $ 88,868 THOMAS ARNOLD: $ 96,797 ELIZABETH LEDDY: $490,447 KEVIN BROWN: $383,374 MICHAEL MANDL 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 THE HOSPITAL AUTHORITY OF CLARKE COUNTY GA 586003375 181685JM1 2016-11-16 178225000 SEE PART VI false false false A 28895000 0 208099492 0 0 208092160 7332 0 0 0 0 0 2016 false true true true A false false false false 0 false false false true A false false false true false false 0 false 0 false true A true SCHEDULE K, PART I, COLUMN F The proceeds of the Series 2019 bonds were used to redeem the Series 2007 bonds issued in January 2007, and the Series 2012 Bonds issued in March 2012. SCHEDULE K, PART IV, LINE 2 BOND A: THE REBATE CALCULATION WAS LAST PERFORMED ON NOVEMBER 19, 2019. NO REBATE DUE. FORM 990, PART V, LINE 1A: NUMBER OF FORMS 1099 FILED ALL CALENDAR YEAR 2022 FORMS 1099 WERE FILED ON BEHALF OF PIEDMONT ATHENS REGIONAL MEDICAL CENTER BY ITS SOLE MEMBER, PIEDMONT HEALTHCARE, INC. (EIN 58-1503902), PURSUANT TO AN AGREEMENT WITH THE IRS TO FILE ALL FORMS 1099 FOR THE PIEDMONT HEALTHCARE SYSTEM ON A COMBINED BASIS. FORM 990, PART VI, SECTION A, LINE 6: ORGANIZATION'S SOLE MEMBER ORGANIZATION'S SOLE MEMBER PIEDMONT HEALTHCARE, INC., (EIN 58-1503902) IS THE SOLE MEMBER OF PIEDMONT ATHENS REGIONAL MEDICAL CENTER ("PAR"). FORM 990, PART VI, SECTION A, LINE 7A: ELECTION OF GOVERNING BODY THE BOARD OF PIEDMONT HEALTHCARE, PIEDMONT ATHENS REGIONAL MEDICAL CENTER'S SOLE MEMBER, APPOINTS THE MEMBERS OF THE BOARD OF DIRECTORS OF PIEDMONT ATHENS REGIONAL MEDICAL CENTER. FORM 990, PART VI, SECTION A, LINE 7B: DECISIONS OF GOVERNING BODY PIEDMONT ATHENS REGIONAL MEDICAL CENTER'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 ATHENS REGIONAL MEDICAL CENTER 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, SECTION B, LINE 11B: 990 REVIEW PROCESS INFORMATION NEEDED TO PREPARE PIEDMONT ATHENS REGIONAL MEDICAL CENTER'S FORM 990 IS COMPILED BY INDIVIDUALS IN THE ORGANIZATION'S FINANCE DEPARTMENT. The INFORMATION IS REVIEWED BY PAR'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, SECTION B, 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 ATHENS REGIONAL MEDICAL CENTER ARE PROVIDED TRAINING ON CONFLICT OF INTEREST ISSUES, INCLUDING REPORTING REQUIREMENTS, AT NEW EMPLOYEE ORIENTATION AND AT LEAST ANNUALLY THEREAFTER. NONCOMPLIANCE WITH THE CONFLICT OF INTEREST POLICY MUST BE REPORTED TO PIEDMONT HEALTHCARE'S CHIEF COMPLIANCE OFFICER FOR INVESTIGATION, AND REMEDIAL STEPS MUST BE TAKEN AS APPROPRIATE UNDER THE PIEDMONT HEALTHCARE DISCIPLINARY POLICIES. FORM 990, PART VI, SECTION B, LINE 15A, 15B: EXECUTIVE COMPENSATION COMPENSATION FOR EXECUTIVES OF PIEDMONT ATHENS REGIONAL MEDICAL CENTER 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, SECTION C, LINE 19: DOCUMENTS AND POLICIES GOVERNING DOCUMENTS, CONFLICT OF INTEREST POLICY, AND FINANCIAL STATEMENTS ARE AVAILABLE UPON REQUEST. THESE DOCUMENTS SHOULD BE REQUESTED FROM PIEDMONT HEALTHCARE, INC.'S LEGAL COUNSEL. FORM 990, PART XI, LINE 9: CHANGES IN NET ASSETS UNALLOCATED EXPENSES ($17,162,289) BOOK/TAX DIFF $ 499,256 CHANGES IN TEMP. $ 837,868 INTERCOMPANY TRANS. ($35,075,022) CHANGES IN UNRESTR. 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