2026-05-15T12:33:57-05:00 2025-06-30 PwC US Tax LLP 2001 MARKET ST SUITE 1800 PHILADELPHIA PA 19103 990 2024-07-01 582026750 DOUGLAS HOSPITAL INC % JOHN KERNDL DOUG 7709567827 793 SAWYER ROAD Marietta GA 300622222 JOHN KERNDL EVP & CFO 7709567827 2026-05-08 true true JOANNE KRUEGER P01235586 2673303000 2026-05-08 2024 2025-03-06 01:10:19Z KETUL J PATEL 793 SAWYER ROAD Marietta GA 300622222 270645471 false X www.wellstar.org X 1992 GA SEE SCHEDULE O 17 10 1422 29 0 0 470711 1142255 238711313 265965255 130647 342837 2329548 3195124 241642219 270645471 0 5500 0 0 142032390 150860403 0 0 0 0 108741760 142032390 259607663 99609829 11037808 98848078 108928649 44555618 41054797 54292460 67873852 X SEE SCHEDULE O false false 211559845 0 265965255 SEE SCHEDULE O 211559845 true true false false false false false false false true false false false true true false true false false false false false false false false true true false false true false false false false false false false false false false false false false true true false false false true 0 0 1422 true false false false false false false false false false false false false X 17 10 false false false false true true true true true false false true true true true true true true true false GA X X JOHN KERNDL 7709567827 793 SAWYER ROAD MARIETTA GA 300622222 X CANDICE SAUNDERS PRESIDENT & CEO 1.0 49.0 X 0 4958202 111721 LEO REICHERT EVP & GENERAL COUNSEL 1.0 49.0 X 0 1501286 118680 RICHARD CAPPS EVP CHIEF INFO & DIGITAL OFFCR 1.0 49.0 X 0 1456940 122478 DAVID JONES EVP CHIEF PEOPLE OFFICER 1.0 49.0 X 0 1367993 91526 MARY CHATMAN EVP ACUTE CARE OPERATIONS 1.0 49.0 X 0 1345788 112311 KEM MULLINS EVP AMBULATORY OPS & BUS DEV 1.0 49.0 X 0 1347183 84804 MICHAEL MCCULLOUGH SVP SUPPLY CHAIN 1.0 49.0 X 0 1183436 97280 SUSAN GRANT EVP CHIEF NURS EXEC (END 1/25) 1.0 49.0 X 0 1119495 90856 ALAN MUSTER SVP SPECIALTY DIVISION WMG 1.0 49.0 X 0 951925 136217 WILLIAM BELLANDO SVP CHIEF INFO OFFICER 1.0 49.0 X 0 973353 113265 JOSEPH REPPERT SVP FINANCE & CFO 1.0 49.0 X 0 946489 111996 VALERY AKOPOV SVP HOSPITAL DIVISION WMG 1.0 49.0 X 0 943159 94359 JULIE TEER SVP & WELLSTAR FOUNDATION PRES 1.0 49.0 X 0 967637 50702 DESPINA DEMESTIHAS DALTON VP MEDICAL AFFAIRS 50.0 0.0 X 873979 0 119602 ARIF AZIZ MD TRUSTEE & PHYSICIAN(END 12/24) 1.0 49.0 X 0 861272 101567 CATHERINE ANDREWS SVP & COO KH 1.0 49.0 X 0 824106 84654 PRANAV JAIN VP CHIEF IH OFF & HEAD OF CP 1.0 49.0 X 0 782654 82942 ANTHONY BUDZINSKI EVP & CFO (END 4/24) 1.0 49.0 X 0 815226 43967 BETH KOST SVP CHIEF COMPLIANCE OFFICER 1.0 49.0 X 0 750761 87807 SNEHAL DOSHI SVP ANCILLARY AND SUPPORT SVC 1.0 49.0 X 0 727383 94852 BARBARA COREY SVP MANAGED CARE 1.0 49.0 X 0 708162 101705 LAURA DANNELS VP CHIEF LEARNING OFFICER 1.0 49.0 X 0 727704 58842 DANIEL ABAD SVP TAL STRAT & TOTAL REWARDS 1.0 49.0 X 0 671526 82714 JASON STEVENS SVP DEPUTY GENERAL COUNSEL 1.0 49.0 X 0 631108 110168 JON-PAUL CROOM SVP & HOSPITAL PRESIDENT 1.0 49.0 X 0 602907 116614 REMINGTON FOSS SVP 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OFF (AS OF 5/24) 1.0 49.0 X 0 485840 29448 STEPHEN VAULT VP STRATEGIC COMMUNITY DEVELOP 1.0 49.0 X 0 426528 57058 KIMBERLY TAACA VP WMG OPS SPECIALTY DIV 1.0 49.0 X 0 397829 82358 MAXWELL KAGAN VP FINANCE & CFO WMG 1.0 49.0 X 0 408688 67504 SOPHIA MCINTYRE SVP WMG AMB CAR DIV (END 4/23) 1.0 49.0 X 0 468520 0 ELIZABETH PAPETTI VP WMG OPS HOSPITAL DIV 1.0 49.0 X 0 397679 67875 SUSAN WRIGHT VP PHARMACY SVCS 1.0 49.0 X 0 392073 67601 MELISSA BOX VP CNO PATIENT CARE SERVICES 50.0 0.0 X 366152 0 90140 THOMAS DRAPER VP CARDIOVASCULAR SERVICE LINE 1.0 49.0 X 0 396030 59505 VARMA RAMESWAR VP PEDIATRIC OPS AND SVC LINE 1.0 49.0 X 0 363870 88383 JOE CASTANON VP CONTRACTING & VAL ANALYSIS 1.0 49.0 X 0 377256 65263 KRISTEN TRICE VP DIAGNOSTIC OUTREACH 1.0 49.0 X 0 358108 82838 JESSICA KOVALESKY VP CARE COORDINATION & POP HLT 1.0 49.0 X 0 394821 36932 SANA BRUNO VP LABORATORY SERVICES SYSTEM 1.0 49.0 X 0 342496 77825 DONALD ZARKOU VP OF ONCOLOGY SERVICE LINE 1.0 49.0 X 0 323024 90750 SHARON ROBINSON VP FOUNDATION STRATEGY & GRWTH 1.0 49.0 X 0 331768 81334 CAROL TODD VP ASST GENERAL COUNSEL 1.0 49.0 X 0 325496 85736 MICHAEL GARRARD AVP REHABILITATION WRWSH 1.0 49.0 X 0 335402 67049 ROBERT DECOUX VP CORPORATE MED STAFF SVCS 1.0 49.0 X 0 316156 82222 ELLEN RUSSELL VP HIM CDI & POLICIES 1.0 49.0 X 0 294571 55484 STEVEN HUNT VP HUMAN RESOURCE (END 10/24) 1.0 49.0 X 0 337565 0 LINITRA MONTGOMERY RN CHARGE L&D 50.0 0.0 X 237654 0 79526 WINSOME SIBLEY-MIGHTY RN CLIN NURSE PERIOP WKD III A 50.0 0.0 X 242024 0 61299 PAUL DAMRON AVP FINANCE & HOSPITAL OPS 50.0 0.0 X 249521 0 53489 RONALD MCKEE TERMINATED AVP OPERATIONS 50.0 0.0 X 232390 0 55932 YVETTE CASTRO DIR PATIENT EXPERIENCE 50.0 0.0 X 218449 0 22034 PHILLIP COULE VP AND CHIEF MEDICAL OFFICER 1.0 49.0 X 0 208060 22282 ABBY MCKENZIE VP HUMAN RESOURCE 50.0 0.0 X 178491 0 45903 PAUL MURPHREE MD VP MEDICAL OUTCOMES (END 4/24) 1.0 49.0 X 0 156933 22425 JENNIFER GIUSTI VP CLINICAL OUTCOMES(END 4/24) 1.0 49.0 X 0 123430 37057 JOEL SHU VP WELLSTAR CP (END 1/24) 1.0 49.0 X 0 138696 3391 FRANK ROS TRUSTEE 1.0 15.0 X 0 54889 0 MITZI MOORE TRUSTEE 1.0 15.0 X 0 40514 0 ED RICHARDSON TRUSTEE 1.0 15.0 X 0 37753 0 W CHARLES BROCK TRUSTEE 1.0 15.0 X 0 34976 0 O SCOTT SWAYZE MD TRUSTEE 1.0 15.0 X 0 33814 0 MARK BERRY TRUSTEE 1.0 15.0 X 0 31902 0 KEITH PARKER TRUSTEE 1.0 15.0 X 0 31712 0 GREG MORGAN TRUSTEE 1.0 15.0 X 0 31708 0 H SPEER BURDETTE III TRUSTEE 1.0 15.0 X 0 31111 0 EDWARD TATE TRUSTEE 1.0 15.0 X 0 30481 0 DAVID BOTTOMS TRUSTEE 1.0 15.0 X 0 30129 0 JAMES L HOLMES TRUSTEE 1.0 15.0 X 0 27901 0 JOHN MCKIBBEN TRUSTEE 1.0 15.0 X 0 27042 0 JAY CUNNINGHAM TRUSTEE 1.0 15.0 X 0 26359 0 DAVID HAFNER FORMER DIRECTOR 0.0 0.0 X 0 24026 0 RANDALL BENTLEY SR FORMER DIRECTOR 0.0 0.0 X 0 14150 0 CONNIE KIRK FORMER TRUSTEE 1.0 15.0 X 0 12619 0 ALLEN SEPARK FORMER TRUSTEE 1.0 15.0 X 0 10935 0 GRETCHEN CORBIN BEG 1024 TRUSTEE 1.0 15.0 X 0 1539 0 JOHN KERNDL EVP & CFO (AS OF 2/25) 1.0 49.0 X 0 0 0 873979 27165695 2421629 279 true true false 0 1142255 1142255 HOSPITAL PATIENT REVENUE 622110 265965255 265965255 265965255 342837 342837 0 0 111594 111594 0 111594 111594 0 0 0 0 0 0 0 0 0 0 0 CAFETERIA SALES 722514 1352126 1352126 ALL OTHER REVENUE 622110 1731404 1731404 3083530 270645471 265965255 0 3537961 0 0 5500 5500 0 0 0 119559113 97726588 21832525 4473123 4473123 19918349 14133408 5784941 6909818 6909818 24624207 24624207 0 0 0 0 0 22277036 7561257 14715779 51353 51353 1449556 1449556 0 0 2003087 2003030 57 715578 131714 583864 0 0 1313613 1152609 161004 0 12905554 8436554 4469000 3317747 3317747 MEDICAL SUPPLIES 30867647 30769756 97891 NON-MEDICAL SUPPLIES 2153381 1627778 525603 REPAIR & MAINTENANCE 6548093 6548093 0 OTHER OPERATING EXPENSE 514908 637754 -122846 259607663 211559845 48047818 0 34507 31537 0 0 0 0 37679738 33505379 0 0 0 0 0 0 2591864 3140893 224582 253829 191887114 120370722 57697677 71516392 0 0 0 0 0 0 0 0 619710 480619 98848078 108928649 14908541 12164353 0 0 0 0 0 0 0 0 0 0 0 0 0 0 29647077 28890444 44555618 41054797 X 54292460 67873852 0 0 54292460 67873852 98848078 108928649 X 11037808 2543584 X false true X true true true X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED 3480761 3480761 89694838 47058041 42636797 2729106 980100 1749006 95815523 72171413 23644110 166886 161168 5718 71516392 0 TAX EXEMPT BOND LIAB. DUE TO W 28207890 OTHER LONG-TERM LIABILITIES 682554 28890444 X SCHEDULE D, PART X, LINE 2 THE FOLLOWING FOOTNOTE IS RELATED TO THE ORGANIZATION'S APPLICATION OF FASB ASC 740 (PREVIOUSLY FIN 48): "WELLSTAR AND ITS AFFILIATES HAVE BEEN RECOGNIZED AS EXEMPT FROM FEDERAL INCOME TAX UNDER INTERNAL REVENUE CODE SECTION 501(A) AS ORGANIZATIONS DESCRIBED IN SECTION 501(C)(3), AND THEREFORE, RELATED INCOME IS GENERALLY NOT SUBJECT TO FEDERAL OR STATE INCOME TAXES. WELLSTAR APPLIES FASB ASC 740, INCOME TAXES, WHICH ADDRESSES ACCOUNTING FOR UNCERTAINTIES IN INCOME TAX POSITIONS. IT ALSO PROVIDES GUIDANCE ON WHEN TAX POSITIONS ARE RECOGNIZED IN AN ENTITY'S FINANCIAL STATEMENTS AND HOW THE VALUES OF THESE POSITIONS ARE DETERMINED. THERE IS NO IMPACT ON WELLSTAR'S COMBINED FINANCIAL STATEMENTS AS A RESULT OF THE APPLICATION OF ASC 740. WELLSTAR HAS EVALUATED ITS TAX POSITIONS AND DOES NOT BELIEVE THERE ARE ANY MATERIAL UNRECOGNIZED TAX BENEFITS OR OBLIGATIONS AS OF June 30, 2025, or 2024." true true X true X 125. true X true true true false true true 20863063 7975979 12887084 0.04960 32533959 29670870 2863089 0.01100 53397022 37646849 15750173 0.06060 39073 0 39073 0.00020 39073 0 39073 0.00020 53436095 37646849 15789246 0.06080 true 15813452 83761107 102129914 -18368807 X true true 1 1 DOUGLAS HOSPITAL 8954 HOSPITAL DRIVE DOUGLASVILLE GA 30134 WWW.WELLSTAR.ORG 048-028 X X X DOUGLAS HOSPITAL 1 false false true X X X X X X X X X X 24 true false false true X SEE PART V, SECTION C X true 24 true SEE PART V, SECTION C false true X 125. 300. X X X X X X true true X X X X true X SEE PART V, SECTION C X SEE PART V, SECTION C X SEE PART V, SECTION C X X X X X X X true X false X X X X X true X false false SCHEDULE H, PART V, SECTION B, LINE 3J THIS COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA) INCLUDED A LITANY OF MULTI-SECTOR CHNA COLLABORATORS INCLUDING INDIVIDUALS, ORGANIZATIONS, AND GOVERNMENTAL AGENCIES THAT WERE CONSULTED AND CONTRIBUTED SPECIAL KNOWLEDGE OF MEDICALLY UNDERSERVED AND LOW-INCOME POPULATIONS AND/OR EXPERTISE IN PUBLIC HEALTH. THIS HOSPITAL IS PROUD TO BE PART OF WELLSTAR, THE LARGEST INTEGRATED HEALTH SYSTEM IN GEORGIA, PROVIDING PATIENTS WITH WORLD-CLASS HEALTHCARE CLOSE TO HOME, TREATING THE ENTIRE FAMILY FROM BIRTH. WITH 11 HOSPITALS, 2,900 PHYSICIANS AND ADVANCED PRACTITIONERS ON MEDICAL STAFF, 240 MEDICAL OFFICE LOCATIONS, OUTPATIENT CENTERS, HEALTH PARKS, A PEDIATRIC CENTER, NURSING CENTERS, HOSPICE AND HOMECARE, WELLSTAR IS THERE FOR FAMILIES WHEN AND WHERE NEEDED. WELLSTAR DOUGLAS HOSPITAL WELLSTAR DOUGLAS HOSPITAL IS A 108-BED FACILITY SERVING DOUGLAS COUNTY WITH WORLD-CLASS INPATIENT AND OUTPATIENT SERVICES, EARNING RECOGNITION AS ONE OF THE TOP-RANKED COMMUNITY VALUE HOSPITALS IN THE NATION. KNOWN FOR PROVIDING A CONTINUUM OF SERVICES THROUGH ITS CENTERS AND PROGRAMS, INCLUDING NEUROSCIENCES, PAIN MANAGEMENT, CARDIOLOGY, WOMEN'S SERVICES, REHABILITATION, SURGICAL SERVICES, AND ONCOLOGY, THE HOSPITAL CATERS ITS SERVICES TO THE UNIQUE HEALTHCARE NEEDS OF ALL PATIENTS IN THE DOUGLAS AREA. THE 2010 AFFORDABLE CARE ACT (ACA) REQUIRES ALL NOT-FOR-PROFIT HOSPITALS TO COMPLETE A COMMUNITY HEALTH NEED ASSESSMENT (CHNA) AND IMPLEMENTATION STRATEGY EVERY THREE YEARS TO BETTER MEET THE HEALTH NEEDS OF UNDER-RESOURCED POPULATIONS LIVING IN THE COMMUNITIES THEY SERVE. THE COMPREHENSIVE CHNA THAT MEETS INDUSTRY STANDARDS INCLUDING IRS FINAL REGULATIONS OF SECTION 501(R) ENTITLED "ADDITIONAL REQUIREMENTS FOR CHARITABLE HOSPITALS" CAN BE ACCESSED HERE: HTTPS://WWW.WELLSTAR.ORG/COMMUNITY/COMMUNITY-HEALTH-NEEDS-ASSESSMENT SCHEDULE H, PART V, SECTION B, LINE 5 GEORGIA HEALTH POLICY CENTER (GHPC) PARTNERED WITH WELLSTAR TO IMPLEMENT A COLLABORATIVE AND COMPREHENSIVE CHNA PROCESS. GHPC, HOUSED WITHIN GEORGIA STATE UNIVERSITY'S ANDREW YOUNG SCHOOL OF POLICY STUDIES, PROVIDES EVIDENCE-BASED RESEARCH, PROGRAM DEVELOPMENT, AND POLICY GUIDANCE LOCALLY, STATEWIDE, AND NATIONALLY TO IMPROVE COMMUNITIES' HEALTH STATUS. WITH MORE THAN 25 YEARS OF SERVICE, GHPC FOCUSES ON SOLUTIONS TO THE TOUGHEST ISSUES FACING HEALTHCARE TODAY, INCLUDING INSURANCE COVERAGE, LONG-TERM CARE, CHILDREN'S HEALTH, AND THE DEVELOPMENT OF RURAL AND URBAN HEALTH SYSTEMS. GHPC HAS BEEN SUPPORTING HOSPITAL PARTNERS IN MEETING THE CHNA COMPONENTS OF IRS REGULATIONS SINCE THEIR INCEPTION IN 2010. INPUT FROM COMMUNITY REPRESENTATIVES & COMMUNITY SOURCES: THE SECONDARY DATA WAS COMPILED FROM A VARIETY OF SOURCES THAT ARE RELIABLE AND REPRESENTATIVE OF THE COMMUNITY SERVED BY WELLSTAR DOUGLAS HOSPITAL. DATA SOURCES INCLUDE, BUT ARE NOT LIMITED TO: - U.S. BUREAU OF LABOR STATISTICS - GEORGIA BUREAU OF INVESTIGATION - GEORGIA DEPARTMENT OF PUBLIC HEALTH'S ONLINE ANALYTICAL STATISTICAL INFORMATION SYSTEM (OASIS) - GEORGIA UNITED FOR ASSET LIMITED, INCOME - CONSTRAINED, EMPLOYED (ALICE) - GEORGIA RURAL HEALTH INNOVATION CENTER'S GEORGIA HEALTH DATA HUB - HEALTH RESOURCES SERVICES ADMINISTRATION'S HEALTH PROFESSIONAL SHORTAGE AREAS DATABASE - BEHAVIOR RISK FACTOR SURVEILLANCE SYSTEM (BRFSS) - GEORGIA PREGNANCY RISK ASSESSMENT MONITORING SYSTEM (PRAMS) - U.S. CENSUS BUREAU'S AMERICAN COMMUNITY SURVEY SECONDARY DATA WERE ANALYZED AT THE ZIP CODE AND COUNTY LEVEL. MOST PUBLICLY AVAILABLE DATA ARE NOT AVAILABLE AT A SUB-COUNTY LEVEL. WHERE SMALLER DATA POINTS WERE AVAILABLE (I.E. FOR CENSUS TRACTS OR ZIP CODES), THEY WERE INCLUDED. TO BETTER UNDERSTAND THE EXPERIENCE AND NEEDS OF RESIDENTS SERVED BY THE HOSPITAL, SEVERAL TYPES OF PRIMARY DATA WERE COLLECTED. PRIMARY DATA COLLECTION INCLUDED: QUALITATIVE DATA INCLUDED: 1. KEY INFORMANT INTERVIEWS - 22 INTERVIEWS WERE CONDUCTED WITH REPRESENTATIVES FROM NON-GOVERNMENTAL ORGANIZATIONS, STATE AGENCIES, AND ACADEMIC INSTITUTIONS. 2. FOCUS GROUPS WITH RESIDENTS AND WELLSTAR HEALTH SYSTEM TEAM MEMBERS - 16 TOTAL FOCUS GROUP DISCUSSIONS WERE CONDUCTED: 9 WITH WELLSTAR HEALTH SYSTEM TEAM MEMBERS INCLUDING SERVICE LINE LEADERS, HOSPITAL PRESIDENTS, AND REPRESENTATIVES FROM COMMUNITY HEALTH PROGRAMS, THE WELLSTAR CENTER FOR HEALTH EQUITY, SYSTEM AND QUALITY GOVERNANCE, AND PATIENTS; 7 WITH COMMUNITY MEMBERS TO REPRESENT ONE EACH FOR EACH OF WELLSTAR'S SERVICE AREAS. 3. COMMUNITY SUMMITS - 7 COMMUNITY SUMMITS - ONE IN EACH SERVICE AREA - WITH COMMUNITY MEMBERS AND REPRESENTATIVES FROM WELLSTAR'S EXISTING AND POTENTIAL PARTNERS. THE INTERVIEWS, FOCUS GROUP DISCUSSIONS AND SUMMITS EXPLORED COMMUNITY CONTEXTS AND HEALTH NEEDS. INTERVIEWWS WERE ASKED TO 1) IDENTIFY COMMUNITY HEALTH NEEDS, 2) PROVIDE THEIR PERSPECTIVE ON WHICH COMMUNITY HEALTH NEEDS WELLSTAR SHOULD PRIORITIZE OVER THE NEXT 3 YEARS, AND 3) RECOMMEND SPECIFIC STRATEGIES TO ADDRESS THOSE NEEDS. THE WELLSTAR COMMUNITY HEALTH DEPARTMENT AND COMMUNITY HEALTH NEEDS ASSESSMENT STEERING COMMITTEE PROVIDED OVERSIGHT AND GUIDANCE TO THE CHNA TEAM BY REVIEWING AND PROVIDING FEEDBACK ON THE ASSESSMENT PROCESS AND INPUTS THROUGHOUT THE ASSESSMENT PROCESS. HOSPITAL LEADERSHIP, INCLUDING THE REGIONAL HEALTH BOARD, WERE ALSO ENGAGED TO INFORM THE SERVICE AREA DEFINITION, LIST COMMUNITY LEADERS FOR STAKEHOLDER INTERVIEWS, AND REVIEW FINAL COMMUNITY HEALTH NEEDS. SCHEDULE H, PART V, SECTION B, LINE 7A WELLSTAR DOUGLAS HOSPITAL CONDUCTED A CHNA AND IMPLEMENTATION STRATEGY TO MEET 501(R) REQUIREMENTS BY FISCAL YEAR ENDING JUNE 30, 2025. THE CURRENT COMMUNITY HEALTH NEEDS ASSESSMENT AND IMPLEMENTATION STRATEGY CAN BE FOUND ON THE FOLLOWING WEB ADDRESS: HTTPS://WWW.WELLSTAR.ORG/COMMUNITY/COMMUNITY-HEALTH-NEEDS-ASSESSMENT AND CLICKING ON "WELLSTAR DOUGLAS MEDICAL CENTER". A THREE-YEAR REVIEW CAN BE FOUND AT THE SAME ADDRESS. SCHEDULE H, PART V, SECTION B, LINE 10A WELLSTAR DOUGLAS HOSPITAL CONDUCTED A CHNA AND IMPLEMENTATION STRATEGY TO MEET 501(R) REQUIREMENTS. THE CURRENT COMMUNITY HEALTH NEEDS ASSESSMENT AND IMPLEMENTATION STRATEGY CAN BE FOUND ON THE FOLLOWING WEB ADDRESS: HTTPS://WWW.WELLSTAR.ORG/COMMUNITY/COMMUNITY-HEALTH-NEEDS-ASSESSMENT AND CLICKING ON "WELLSTAR DOUGLAS MEDICAL CENTER". A THREE-YEAR REVIEW CAN BE FOUND AT THE SAME ADDRESS. SCHEDULE H, PART V, SECTION B, LINE 11 PROGRAMS & STRATEGIES TO ADDRESS THE NEEDS OF THE COMMUNITY: WELLSTAR CONTRACTED WITH GEORGIA HEALTH POLICY CENTER (GHPC) TO COLLABORATE ON ITS 2025 CHNA TO IDENTIFY NEEDS AND RESOURCES IN ITS COMMUNITY. GHPC EXAMINED SECONDARY DATA AND CONSIDERED INPUT FROM PUBLIC HEALTH EXPERTS AND COMMUNITY LEADERS AND REPRESENTATIVES. UPON REVIEW OF THE PRIMARY AND SECONDARY DATA, WELLSTAR USED A SET OF CRITERIA, INCLUDING IMPORTANCE TO STAKEHOLDERS, RELATIVE BURDEN, CURRENT CAPACITY, EXISTING COMMUNITY HEALTH INITIATIVES, AND DISPARITIES TO IDENTIFY AND PRIORITIZE THE SIGNIFICANT HEALTH NEEDS FACING THE COMMUNITY. GHPC DOCUMENTED THEM IN A WRITTEN CHNA REPORT AND AN ACCOMPANYING IMPLEMENTATION STRATEGY. FROM THE SIGNIFICANT HEALTH NEEDS IDENTIFIED BY CHNA RESEARCH CONDUCTED, THE FOLLOWING HEALTH NEEDS WERE VALUATED AS PRIORITY FOR ALL HOSPITALS IN WELLSTAR HEALTH SYSTEM: 1. ACCESS 2. BEHAVIORAL HEALTH 3. FOOD ACCESS AND HEALTHY LIVING 4. HEALTHY AGING 5. MATERNAL AND CHILD HEALTH ADDITIONAL NEEDS IN THE WELLSTAR DOUGLAS HOSPITAL SERVICE AREA 7. CANCER 8. COMMUNITY COLLABORATION 9. POVERTY/JOB SECURITY WHEN COMPARED TO 2022, THE 2025 COMMUNITY HEALTH NEEDS FOR WELLSTAR DOUGLAS HOSPITAL REFLECT RECURRING SYSTEMIC NEEDS FOR ACCESS TO HEALTH CARE AND THE IMPORTANCE OF ADDRESSING HEALTH RELATED SOCIAL NEEDS. USING THE RESEARCH-BASED "FIVE DIMENSIONS OF ACCESS" FRAMEWORK TO ORGANIZE FINDINGS ON ACCESS, GHPC SYNTHESIZED PRIMARY AND SECONDARY DATA TO DESCRIBE COMMUNITY NEED FOR HEALTHCARE TO BE AVAILABLE, ACCESSIBLE, AFFORDABLE, ACCOMODATING, AND ACCEPTABLE. THE LEADING 2022 COMMUNITY HEALTH NEEDS DID NOT CHANGE AND ARE INCLUDED IN THE NEWLY STATED 2025 COMMUNITY HEALTH NEEDS. THROUGH THE CHNA PROCESS, THE HEALTH SYSTEM PRIORITIZED AND ESTABLISHED IMPLEMENTATION STRATEGIES FOR FIVE PRIORITY AREAS. IMPLEMENTATION STRATEGIES FOR EACH NEED WERE RECOMMENDED DURING KEY STAKEHOLDER INTERVIEWS AND FOCUS GROUPS WITH SENIOR LEADERSHIP. THE STRATEGIES WERE LATER REVIEWED BY WELLSTAR'S SENIOR LEADERSHIP AND VETTED BY THE WELLSTAR BOARD OF TRUSTEES' COMMUNITY ADVOCACY AND ENGAGEMENT COMMITTEE, THE WELLSTAR BOARD OF TRUSTEES AND THE WELLSTAR CENTER FOR HEALTH EQUITY COMMITTEE, THE CONDUITS FOR SYSTEM-WIDE DELIVERY OF EQUITY CENTRIC IMPROVEMENT SERVICES AND EDUCATION. IMPLEMENTATION STRATEGIES WERE ALSO INFORMED BY COMMUNITY MEMBERS WHO ATTENDED A COMMUNITY SUMMIT. DURING THE SUMMIT, GHPC GUIDED ATTENDEES THROUGH A HEALTH NEEDS PRIORITATIZATION PROCESS, AND USED GROUP EXERCISES TO SOLICIT INSIGHTS ON STRATEGIES AND PARTNERS WELLSTAR SHOULD ADOPT TO ADDRESS PRIORITIZED HEALTH NEEDS. ACTION AREAS FOR IMPLEMENTATION TO IMPROVE COMMUNITY HEALTH ARE INFLUENCED BY THE FULL SPECTRUM OF THE PUBLIC HEALTH SYSTEM, IN WHICH WELLSTAR DOUGLAS HOSPITAL PLAYS A VITAL ROLE. EACH ACTION AREA IS FACILITATED UNDER WELLSTAR'S CENTER FOR HEALTH EQUITY. WELLSTAR CENTER FOR HEALTH EQUITY: THE PURPOSE OF THE WELLSTAR CENTER FOR HEALTH EQUITY IS TO ACCELERATE OUR STRATEGIC EFFORTS TO ADDRESS THE PRIORITY HEALTH NEEDS OF THE COMMUNITIES WE SERVE. OUR APPROACH INCLUDES COMMUNITY ENGAGEMENT, STRATEGIC PARTNERSHIPS, INTERNAL TRANSFORMATION, CAPACITY BUILDING, AND HEALTH POLICY AND SYSTEM ADVOCACY. THE FIVE STRATEGIC DOMAINS FOR THE CENTER FOR HEALTH EQUITY BASED ON INSIGHTS FROM THE 2025 CHNA ARE AS FOLLOWS: 1. ACCESS 2. BEHAVIORAL HEALTH 3. FOOD ACCCESS AND HEALTHY LIVING 4. HEALTHY AGING 5. MATERNAL AND CHILD HEALTH WELLSTAR CENTER FOR HEALTH EQUITY COMMITTEE: WELLSTAR CENTER FOR HEALTH EQUITY COMMITTEE (WCHEC) IS A CROSS-FUNCTIONAL COMMITTEE THAT REPRESENTS MULTIPLE FACETS OF WELLSTAR HEALTH SYSTEM. - IN RESPONSE TO CHNA FINDINGS AND THE DIVERSITY OF WELLSTAR COMMUNITIES, WCHEC WAS EXPANDED TO INCREASE WELLSTAR'S CAPACITY TO SUPPORT THE CENTER FOR HEALTH EQUITY'S STRATEGIES. - BY ENGAGING A MORE DIVERSE SELECTION OF WELLSTAR LEADERSHIP AND SUBJECT MATTER EXPERTS, THE CENTER'S PRIORITIES AND INITIATIVES CAN BEST REFLECT THE CAPACITY OF THE ORGANIZATION TO IMPACT AND MEET THE COMMUNITY'S NEEDS. - THIS EXPANSION ALSO HELPS THE CENTER INCREASE COORDINATION OF EFFORTS, LEVERAGE PARTNERSHIPS AND MAXIMIZE EFFICIENCY AND STRATEGIC ALIGNMENT, WITHIN AND ACROSS WELLSTAR HEALTH SYSTEM. - THIS IS DONE BY WCHEC MEMBERS GUIDING AND INFORMING THE STRATEGIC PLANNING AND IMPLEMENTATION PROCESS FOR GREATER INSTITUTIONAL ALIGNMENT AND IMPACT. THE FOLLOWING DESCRIBES SELECTED STRATEGIES FOR ADDRESSING COMMUNITY NEEDS. WELLSTAR DOUGLAS HOSPITAL CHOSE NOT TO DEVELOP A STRATEGY TARGETING POVERTY IN THE COMMUNITIES IT SERVES BECAUSE THERE ARE MANY CAPABLE COMMUNITY-BASED ORGANIZATIONS AND SOCIAL SERVICE AGENCIES MEETING THE NEEDS OF RESIDENTS EXPERIENCING POVERTY. WELLSTAR DOUGLAS HOSPITAL WILL ADDRESS POVERTY THROUGH MANY OF THE STRATEGIES THEY IMPLEMENT TO ADDRESS EACH OF THE SELECTED PRIORITIES, AND THEY WILL CONTINUE TO PARTNER WITH ORGANIZATIONS AND AGENCIES SERVING RESIDENTS EXPERIENCING POVERTY. 1. ACCESS - CONTEXT: ACCORDING TO COMMUNITY LEADERS, THERE ARE MANY REASONS FOR POOR ACCESS TO APPROPRIATE HEALTHCARE, INCLUDING LACK OF AFFORDABLE INSURANCE, LACK OF SERVICE PROVIDERS, PROVIDER BURNOUT, LACK OF TRUST, AND LACK OF RELIABLE PUBLIC TRANSPORTATION. ACCESS TO COMPREHENSIVE, QUALITY, CULTURALLY COMPETENT HEALTH CARE SERVICES IS IMPORTANT FOR PROMOTING AND MAINTAINING HEALTH, PREVENTING AND MANAGING DISEASE, REDUCING UNNECESSARY DISABILITY AND PREMATURE DEATH, AND ACHIEVING HEALTH EQUITY. -EXAMPLE WELLSTAR INTERVENTIONS: -COMMUNITY CLINIC NETWORK: WELLSTAR SUPPORTS CARE LINKAGES FOR COMMUNITY RESIDENTS WITH LIMITED HEALTH CARE ACCESS BY MAINTAINING AND CREATING FORMALIZED RELATIONSHIPS WITH COMMUNITY SAFETY-NET CLINICS AND GRADUATE MEDICAL EDUCATION (GME) CLINICS THAT PROVIDE SUBSIDIZED CARE. -CONGREGATIONAL HEALTH NETWORK: WELLSTAR CONGRGATIONAL HEALTH NETWORK SERVES AS A BRIDGE BETWEEN OUR HEALTHCARE SYSTEM AND FAITH COMMUNITIES. COORDINATED BY A FULL-TIME REGISTERED NURSE WHO SPECIALIZES IN FAITH COMMUNITY NURSING, WELLSTAR'S PROGRAM IS DESIGNED TO ASSIST CONGREGATIONS OF ALL FAITHS TO DEVELOP OR SUPPORT VOLUNTEER OR PAID HEALTH MINISTRIES. WITH MORE THAN 100 CONGREGATIONS AND 1,500 SPIRITUAL CARE PARTNERS, CHN SERVES AS A KEY TO WELLSTAR'S SUCCESSFUL IMPLEMENTATION OF EQUITY-CENTERED PROGRAMS. THROUGH THIS NETWORK, WELLSTAR CAN DIFFUSE INFORMATION, IMPLEMENT PROGRAMS AT TRUSTED NEIGHBORHOOD-BASED SITES AND STRENGTHEN THE ORGANIZATIONS TO PROVIDE WHOLE-PERSON SUPPORT. THE CONGREGATIONAL HEALTH NETWORK'S PASSPORT TO HEALTH PROGRAM EMPOWERS PARTICIPANTS TO OWN THEIR HEALTH CARE WHILE PARTNERING WITH PRACTITIONERS AND COMMUNITY HEALTH WORKERS DURING THEIR JOURNEY OF LEARNING ABOUT HEART AND CARDIAC WELLNESS, WOMEN'S HEALTH, COLORECTAL CANCER SCREENING TOOL KITS, SIGNS OF STROKE, NUTRITIOUS EATING, EXERCISE AND ACTIVE LIVING TIPS, AND MENTAL HEALTH AWARENESS. -COMMUNITY TRANSFORMATION PROGRAM: INCREASING ACCESS TO CARE AND SOCIAL SUPPORT THROUGH TECHNOLOGY; WELLSTAR COMMUNITY HEALTH AND CENTER FOR HEALTH EQUITY FUNDS NON-PROFIT COMMUNITY-BASED PARTNERS TO LEVERAGE TECHNOLOGY TO PRODUCE LONG-TERM, SUSTAINABLE CHANGES IN COMMUNITIES WE SERVE. INITIATIVES ARE TAILORED TO A COMMUNITY NEED AND IN ALIGNMENT WITH EACH PARTNER'S MISSION. AT THE END OF 12 MONTHS, PARTNERS ARE EXPECTED TO DEMONSTRATE IMPROVEMENTS IN: - ACCESS TO HEALTH CARE SO THAT RESIDENTS RECEIVE TIMELY, HIGH-QUALITY, AND CULTURALLY-APPROPRIATE MEDICAL CARE WHEN THEY NEED IT; OR, - ACCESS TO SOCIAL DETERMINANTS OF HEALTH SUPPORT SERVICES SO THAT RESIDENTS RECEIVE TIMELY, HIGH-QUALITY FOOD, EMPLOYMENT, HOUSING, TRANSPORTATION, EDUCATION, AND LEGAL RESOURCES TO IMPROVE DAILY LIVING WHEN THEY NEED IT. -COLORECTAL CANCER SCREENING: WELLSTAR COMMUNITY HEALTH AND CENTER FOR HEALTH EQUITY DISTRIBUTES HOME COLORECTAL CANCER SCREENING KITS TO AT-RISK COMMUNITY RESIDENTS THROUGH FAITH COMMUNITIES WITHIN THE WELLSTAR CONGREGATIONAL HEALTH NETWORK. RESIDENTS ARE CONNECTED TO FOLLOW-UP RESOURCES IF THEY DO NOT HAVE A HEALTH CARE PROVIDER OR LACK INSURANCE. -MAMMOGRAPHY VOUCHER DISTRIBUTION: PARTNERSHIP WITH THE WELLSTAR FOUNDATION'S TEAM MEMBER GIVING CAMPAIGN AND THE NATIONAL BREAST CANCER FOUNDATION PROVIDES FREE MAMMOGRAMS FOR UNDERSERVED WOMEN WITH A FOCUS ON OUTREACH TO AFRICAN AMERICAN AND HISPANIC WOMEN. -PROSTATE CANCER SCREENING: TO INCREASE ACCESS TO SCREENING AND EDUCATION RESOURCES IN MEDICALLY UNDERSERVED COMMUNITIES, WELLSTAR COMMUNITY HEALTH PARTNERS WITH WELLSTAR UROLOGY, WELLSTAR LABORATORY OUTREACH SERVICES, AND FAITH COMMUNITIES WITHIN THE WELLSTAR CONGREGATIONAL HEALTH NETWORK TO OFFER FREE PROSTATE CANCER SCREENING IN HIGH-RISK ZIP CODES. 2. BEHAVIORAL HEALTH -CONTEXT: BEHAVIORAL HEALTH ENCOMPASSES ISSUES RELATED TO MENTAL HEALTH (EMOTIONAL AND PSYCHOLOGICAL WELLBEING), BEHAVIORAL HEALTH (A STATE OF MENTAL, EMOTIONAL, AND SOCIAL WELL-BEING OR BEHAVIORS THAT AFFECT WELLNESS), AND COGNITIVE HEALTH (THE BRAIN'S ABILITY TO LEARN, REMEMBER, AND REASON). -EXAMPLE WELLSTAR INTERVENTIONS: -CONGREGATIONAL HEALTH NETWORK "SOUL SUPPORT" PROGRAM: SCHEDULE H, PART V, SECTION B, LINE 13B FAP ELIGIBILITY CRITERIA - INCOME LEVEL OTHER THAN FPG: THE HOSPITAL ABIDES BY THE FINANCIAL ASSISTANCE REQUIREMENTS UNDER IRC 501(R)(5). IRC 501(R)(5) REQUIRES HEALTH CARE FACILITIES TO LIMIT THE AMOUNTS CHARGED FOR EMERGENCY AND OTHER MEDICALLY NECESSARY CARE THAT IS PROVIDED TO INDIVIDUALS ELIGIBLE FOR ASSISTANCE UNDER THE HEALTH CARE FACILITIES FINANCIAL ASSISTANCE POLICY TO NOT MORE THAN THE AMOUNTS GENERALLY BILLED TO INDIVIDUALS WHO HAVE INSURANCE. THE HOSPITAL EXTENDS ITS SLIDING SCALE FOR FINANCIAL ASSISTANCE POLICY (FAP) ELIGIBILITY WELL BEYOND THE MINIMUM GOVERNMENT LEVELS TO 300% OF FPG. WELLSTAR HAS CHOSEN TO USE THE AVERAGE OF THE THREE BEST NEGOTIATED COMMERCIAL RATES AS THE TRIGGER TO NOT EXCEED IN THE APPLICATION OF THE DISCOUNTS/AMOUNTS CHARGED TO PATIENTS, ON OUR SLIDING SCALE. SCHEDULE H, PART V, SECTION B, LINE 13H FAP ELIGIBILITY CRITERIA - OTHER CRITERIA: OTHER SPECIAL CIRCUMSTANCES MAY QUALIFY A PATIENT FOR FULL INDIGENT OR SLIDING SCALE CHARITY BENEFITS. SPECIAL CIRCUMSTANCES MAY INCLUDE BUT NOT LIMITED TO: - PATIENT DECEASED, WITH VERIFICATION THAT THERE IS NO ESTATE. - UNABLE TO CONTACT PATIENT BUT PROPENSITY TO PAY SOFTWARE RETURNS A LOW ABILITY/LOW PROPENSITY DESIGNATION. SCHEDULE H, PART V, SECTION B, LINE 15E METHOD FOR APPLYING FOR FINANCIAL ASSISTANCE: IN ORDER TO QUALIFY FOR FINANCIAL ASSISTANCE, COOPERATION WITH WELLSTAR HEALTH SYSTEM HOSPITAL FINANCIAL ASSISTANCE STAFF IS NECESSARY IN IDENTIFYING AND DETERMINING ALTERNATIVE SOURCES OF PAYMENT OR COVERAGE FROM PUBLIC AND PRIVATE PAYMENT PROGRAMS. IN PARTICULAR, ALL APPLICANTS FILING A FAP APPLICATION FOR FINANCIAL ASSISTANCE MUST PROVIDE PROOF OF HOUSEHOLD INCOME AND HOUSEHOLD ASSETS BY PROVIDING ANY OR ALL OF THE FOLLOWING THAT ARE APPLICABLE: - PROVIDE THREE (3) MONTHS OF THE MOST RECENT PAYCHECK STUBS OR A STATEMENT FROM EMPLOYER VERIFYING GROSS WAGES - IRS W-2 ISSUED DURING THE PAST YEAR - MOST RECENT IRS FORM 1040 - MOST RECENT TWO (2) MONTHS OF BANK STATEMENTS FOR EACH CHECKING, SAVINGS, MONEY MARKET OR OTHER BANK OR INVESTMENT ACCOUNT - WRITTEN STATEMENTS FOR THE MOST RECENT TWO (2) MONTHS FOR ALL OTHER INCOME (E.G., UNEMPLOYMENT COMPENSATION, DISABILITY, RETIREMENT, STUDENT LOANS, AWARD LETTER FROM SOCIAL SECURITY OFFICE, CURRENT PROFIT AND LOSS REPORT FOR ALL SELF-EMPLOYED APPLICANTS, ALIMONY DOCUMENTATION, CHILD SUPPORT DOCUMENTATION, ETC.) - UNEMPLOYMENT COMPENSATION DENIAL LETTER - DOCUMENTATION OF ASSET VALUES, INCLUDING, WITHOUT LIMITATION, PROPERTY TAX STATEMENTS, CERTIFICATES OF DEPOSIT, 401K, 403B, IRA AND OTHER INVESTMENT STATEMENTS - CONTRIBUTION STATEMENTS FROM INDIVIDUALS WHO CONTRIBUTE INCOME OR IN-KIND ASSISTANCE TO THE PATIENT. FINANCIAL ASSISTANCE POLICY ELIGIBILITY WILL BE DETERMINED BASED ON A THOROUGH REVIEW OF THE SUBMITTED. SCHEDULE H, PART V, SECTION B, LINE 16A THE WELLSTAR HEALTH SYSTEM COMMUNITY FINANCIAL ASSISTANCE POLICY CAN BE FOUND ON ITS WEBSITE: HTTPS://WWW.WELLSTAR.ORG/FINANCIAL-POLICY-AND-PRIVACY-INFO/FINANCIAL-ASSIS TANCE-PROGRAM-POLICY SCHEDULE H, PART V, SECTION B, LINE 16B THE WELLSTAR HEALTH SYSTEM FINANCIAL ASSISTANCE APPLICATION CAN BE FOUND ON ITS WEBSITE: HTTPS://WWW.WELLSTAR.ORG/FINANCIAL-POLICY-AND-PRIVACY-INFO/FINANCIAL-ASSIS TANCE-PROGRAM-POLICY AND CLICKING "APPLICATION" IN THE RIGHT NAVIGATION BOX TITLED "RESOURCES'. A WINDOW WILL APPEAR CONTAINING THE HOSPITAL FINANCIAL ASSISTANCE PROGRAM APPLICATION IN ITS ENTIRETY. SCHEDULE H, PART V, SECTION B, LINE 16C A PLAIN LANGUAGE SUMMARY OF THE WELLSTAR HEALTH SYSTEM FINANCIAL ASSISTANCE APPLICATION CAN BE FOUND ON ITS WEBSITE: HTTPS://WWW.WELLSTAR.ORG/FINANCIAL-POLICY-AND-PRIVACY-INFO/FINANCIAL-ASSIS TANCE-PROGRAM-POLICY SCHEDULE H, PART V, SECTION B, LINE 16J PUBLICATION OF THE FINANCIAL ASSISTANCE POLICY (FAP): IN ADDITION TO THE OTHER METHODS OF POSTING THE FINANCIAL ASSISTANCE POLICY, THE HOSPITAL MAKES AVAILABLE FOR PATIENTS IN ADMISSIONS AND OUTPATIENT REGISTRATION AREAS A PROMINENTLY DISPLAYED SIGN STATING FINANCIAL ASSISTANCE IS AVAILABLE AND A BROCHURE INCLUDING FREQUENTLY ASKED QUESTIONS. SCHEDULE H, PART V, SECTION B, LINE 20E ADDITIONAL EFFORTS MADE BEFORE COLLECTIONS ACTION INITIATED: THE HOSPITAL FACILITY ALSO NOTIFIED INDIVIDUALS OF THE FINANCIAL ASSISTANCE POLICY ONLINE AT: HTTPS://WWW.WELLSTAR.ORG/FINANCIAL-POLICY-AND-PRIVACY-INFO/FINANCIAL- ASSISTANCE-PROGRAM-POLICY FURTHERMORE, THE HOSPITAL FACILITY UTILIZES A PROPENSITY TO PAY SOFTWARE. INDIVIDUALS WITH A LOW ABILITY/LOW PROPENSITY DESIGNATION MAY QUALIFY FOR FULL INDIGENT OR SLIDING SCALE CHARITY BENEFITS. SCHEDULE H, PART I, LINE 6A PUBLICATION OF COMMUNITY BENEFIT REPORT: WELLSTAR DOUGLAS HOSPITAL, INC. IS AN AFFILIATE OF WELLSTAR HEALTH SYSTEM, INC. WHICH ON AN ANNUAL BASIS ISSUES A COMMUNITY BENEFIT REPORT. THIS REPORT IS SUBSEQUENTLY DISTRIBUTED IN AND AROUND THE PRIMARY SERVICE AREA OF THE HEALTH SYSTEM. ON AN ANNUAL BASIS THE HOSPITAL REPORTS ITS COMMUNITY HEALTH BENEFITS REPORT TO THE GEORGIA HOSPITAL ASSOCIATION (GHA). GHA AGGREGATES THE HOSPITAL SPECIFIC REPORTS INTO A STATEWIDE COMMUNITY HEALTH BENEFIT REPORT. THE STATE OF GEORGIA ALSO REQUIRES HOSPITALS TO FILE THE HOSPITAL FINANCIAL SURVEY AND THE INDIGENT CARE TRUST FUND SURVEY SO THAT IT CAN COLLECT INFORMATION ON HOSPITAL FINANCIAL CLASS CATEGORIES AND ALSO TO DETERMINE THE AMOUNT OF UNCOMPENSATED CARE BY HOSPITAL. SCHEDULE H, PART I, LINE 7 COST TO CHARGE RATIO: FOR PURPOSES OF THE IRS FORM 990, SCHEDULE H, WELLSTAR HEALTH SYSTEM AND AFFILIATES (INCLUDING WELLSTAR DOUGLAS HOSPITAL) HAVE ESTIMATED THE CURRENT YEAR COST TO CHARGE RATIO FOR EACH HOSPITAL AS IT IS REPORTED IN THE ANNUAL COMMUNITY BENEFIT REPORT AND AS IT WILL BE REPORTED IN THE STATE'S ANNUAL HOSPITAL FINANCIAL SURVEY. SCHEDULE H, PART III, SECTION A, LINE 2 METHODOLOGY USED TO ESTIMATE BAD DEBT: THE REPORTED BAD DEBT CHARGES IS DERIVED FROM THE UNPAID BALANCES OF PATIENT ACCOUNTS THAT ARE DEEMED UNCOLLECTIBLE AFTER 120 DAYS OF COLLECTION EFFORT BY THE HOSPITAL'S PATIENT FINANCIAL SERVICES STAFF. THE UNPAID PATIENT ACCOUNTS ARE THEN SENT TO COLLECTION AGENCIES AND ANY COLLECTED AMOUNT IS DEEMED AS BAD DEBT RECOVERY. THE SOURCE OF THIS DATA IS THE HOSPITAL'S DETAILED FINANCIAL TRIAL BALANCE. THE NET REPORTED BAD DEBT CHARGES ARE THEN MULTIPLIED BY THE HOSPITAL FINANCIAL SURVEY CALCULATED COST TO CHARGE RATIO TO ARRIVE AT THE ESTIMATED BAD DEBT EXPENSE. SCHEDULE H, PART III, SECTION B, LINE 8 MEDICARE SHORTFALLS: WELLSTAR DOUGLAS HOSPITAL IS A PROVIDER OF INPATIENT AND OUTPATIENT SERVICES TO MEDICARE PROGRAM BENEFICIARIES AT DETERMINED RATES. WITHOUT THE PARTICIPATION IN THE MEDICARE PROGRAM THESE PATIENTS MAY NOT HAVE HAD CONVENIENT ACCESS TO THOSE SERVICES. THE MEDICARE SHORTFALL ON SCHEDULE H, PART III, SECTION B, LINE 7 REPRESENTS THE UNCOMPENSATED DIFFERENCE BETWEEN THE EXPECTED REIMBURSEMENT AND THE MEDICARE CHARGES FOR THOSE SERVICES STATED AT COST. WE DETERMINE A COST TO CHARGE RATIO FOR MEDICARE PATIENTS AS PART OF THE ANNUAL FILING OF THE MEDICARE COST REPORT. SCHEDULE H, PART III, SECTION C, LINE 9B COLLECTION PRACTICES: THE POLICY WRITTEN FOR COLLECTION PRACTICES THAT APPLIES TO ALL WELLSTAR HEALTH SYSTEM ENTITIES INCORPORATES GUIDELINES FOR PERSONNEL IN THE ADMISSIONS AND PATIENT ACCESS AREAS TO BE TRAINED IN IDENTIFYING PATIENTS THAT MIGHT QUALIFY FOR FINANCIAL ASSISTANCE. IT IS ALSO THE POLICY OF ALL WELLSTAR FACILITIES TO HAVE AT LEAST ONE EMPLOYEE OR CONTRACTOR AVAILABLE AT ALL TIMES, ESPECIALLY IN THE HOSPITALS WITH EMERGENCY ROOMS, WHO CAN PROVIDE ASSISTANCE WITH THE PAPERWORK NECESSARY TO HELP PATIENTS WHO WOULD QUALIFY FOR GOVERNMENTAL AND OTHER ASSISTANCE PROGRAMS. SCHEDULE H, PART VI, LINE 2 NEEDS ASSESSMENT: GEORGIA HEALTH POLICY CENTER (GHPC) PARTNERED WITH WELLSTAR TO IMPLEMENT A COLLABORATIVE AND COMPREHENSIVE CHNA PROCESS. GHPC, HOUSED WITHIN GEORGIA STATE UNIVERSITY'S ANDREW YOUNG SCHOOL OF POLICY STUDIES, PROVIDES EVIDENCE-BASED RESEARCH, PROGRAM DEVELOPMENT, AND POLICY GUIDANCE LOCALLY, STATEWIDE, AND NATIONALLY TO IMPROVE COMMUNITIES' HEALTH STATUS. WITH MORE THAN 25 YEARS OF SERVICE, GHPC FOCUSES ON SOLUTIONS TO THE TOUGHEST ISSUES FACING HEALTHCARE TODAY, INCLUDING INSURANCE COVERAGE, LONG-TERM CARE, CHILDREN'S HEALTH, AND THE DEVELOPMENT OF RURAL AND URBAN HEALTH SYSTEMS. GHPC HAS BEEN SUPPORTING HOSPITAL PARTNERS IN MEETING THE CHNA COMPONENTS OF IRS REGULATIONS SINCE THEIR INCEPTION IN 2010. INPUT FROM COMMUNITY REPRESENTATIVES & COMMUNITY SOURCES: THE SECONDARY DATA WAS COMPILED FROM A VARIETY OF SOURCES THAT ARE RELIABLE AND REPRESENTATIVE OF THE COMMUNITY SERVED BY WELLSTAR DOUGLAS HOSPITAL. DATA SOURCES INCLUDE, BUT ARE NOT LIMITED TO: - U.S. BUREAU OF LABOR STATISTICS - GEORGIA BUREAU OF INVESTIGATION - GEORGIA DEPARTMENT OF PUBLIC HEALTH'S ONLINE ANALYTICAL STATISTICAL INFORMATION SYSTEM (OASIS) - GEORGIA UNITED FOR ASSET LIMITED, INCOME - CONSTRAINED, EMPLOYED (ALICE) - GEORGIA RURAL HEALTH INNOVATION CENTER'S GEORGIA HEALTH DATA HUB - HEALTH RESOURCES SERVICES ADMINISTRATION'S HEALTH PROFESSIONAL SHORTAGE AREAS DATABASE - BEHAVIOR RISK FACTOR SURVEILLANCE SYSTEM (BRFSS) - GEORGIA PREGNANCY RISK ASSESSMENT MONITORING SYSTEM (PRAMS) - U.S. CENSUS BUREAU'S AMERICAN COMMUNITY SURVEY SECONDARY DATA WERE ANALYZED AT THE ZIP CODE AND COUNTY LEVEL. MOST PUBLICLY AVAILABLE DATA ARE NOT AVAILABLE AT A SUB-COUNTY LEVEL. WHERE SMALLER DATA POINTS WERE AVAILABLE (I.E. FOR CENSUS TRACTS OR ZIP CODES), THEY WERE INCLUDED. TO BETTER UNDERSTAND THE EXPERIENCE AND NEEDS OF RESIDENTS SERVED BY THE HOSPITALS, SEVERAL TYPES OF PRIMARY DATA WERE COLLECTED. PRIMARY DATA COLLECTION INCLUDED: QUALITATIVE DATA INCLUDED: 1. KEY INFORMANT INTERVIEWS - 22 INTERVIEWS WERE CONDUCTED WITH REPRESENTATIVES FROM NON-GOVERNMENTAL ORGANIZATIONS, STATE AGENCIES, AND ACADEMIC INSTITUTIONS. 2. FOCUS GROUPS WITH RESIDENTS AND WELLSTAR HEALTH SYSTEM TEAM MEMBERS - 16 TOTAL FOCUS GROUP DISCUSSIONS WERE CONDUCTED: 9 WITH WELLSTAR HEALTH SYSTEM TEAM MEMBERS INCLUDING SERVICE LINE LEADERS, HOSPITAL PRESIDENTS, AND REPRESENTATIVES FROM COMMUNITY HEALTH PROGRAMS, THE WELLSTAR CENTER FOR HEALTH EQUITY, SYSTEM AND QUALITY GOVERNANCE, AND PATIENTS; 7 WITH COMMUNITY MEMBERS TO REPRESENT ONE EACH FOR EACH OF WELLSTAR'S SERVICE AREAS. 3. COMMUNITY SUMMITS - 7 COMMUNITY SUMMITS - ONE IN EACH SERVICE AREA - WITH COMMUNITY MEMBERS AND REPRESENTATIVES FROM WELLSTAR'S EXISTING AND POTENTIAL PARTNERS. THE INTERVIEWS, FOCUS GROUP DISCUSSIONS AND SUMMITS EXPLORED COMMUNITY CONTEXTS AND HEALTH NEEDS. INTERVIEWWS WERE ASKED TO 1) IDENTIFY COMMUNITY HEALTH NEEDS, 2) PROVIDE THEIR PERSPECTIVE ON WHICH COMMUNITY HEALTH NEEDS WELLSTAR SHOULD PRIORITIZE OVER THE NEXT 3 YEARS, AND 3) RECOMMEND SPECIFIC STRATEGIES TO ADDRESS THOSE NEEDS. THE WELLSTAR COMMUNITY HEALTH DEPARTMENT AND COMMUNITY HEALTH NEEDS ASSESSMENT STEERING COMMITTEE PROVIDED OVERSIGHT AND GUIDANCE TO THE CHNA TEAM BY REVIEWING AND PROVIDING FEEDBACK ON THE ASSESSMENT PROCESS AND INPUTS THROUGHOUT THE ASSESSMENT PROCESS. WELLSTAR DOUGLAS HOSPITAL LEADERSHIP, INCLUDING THE REGIONAL HEALTH BOARD, WERE ALSO ENGAGED TO INFORM THE SERVICE AREA DEFINITION, LIST COMMUNITY LEADERS FOR STAKEHOLDER INTERVIEWS, AND REVIEW FINAL COMMUNITY HEALTH NEEDS. SCHEDULE H, PART VI, LINE 3 PATIENT EDUCATION OF ELIGIBILITY FOR ASSISTANCE: THE HOSPITAL PROVIDES NOTICE OF THE AVAILABILITY OF COMMUNITY FINANCIAL ASSISTANCE THROUGH THE FINANCIAL ASSISTANCE POLICY (FAP) VIA: - SIGNAGE - PATIENT BROCHURE - BILLING STATEMENT - COLLECTION ACTION LETTER - ONLINE AT: HTTPS://WWW.WELLSTAR.ORG/FINANCIAL-POLICY-AND-PRIVACY-INFO/FINANCIAL-ASSIS TANCE-PROGRAM-POLICY WELLSTAR DOUGLAS HOSPITAL PROVIDES ITS PATIENTS WITH HOSPITAL PERSONNEL OR CONTRACTED PERSONNEL WHO ARE TRAINED IN ALL ASPECTS OF GOVERNMENTAL PROGRAMS, PAYMENTS PLANS, CHARITY DISCOUNTS, AND OTHER FINANCIAL ASSISTANCE OFFERED TO ASSIST THEM IN THEIR HOSPITAL BILLS. IF THE PATIENT IS ELIGIBLE FOR FEDERAL OR STATE ASSISTANCE PROGRAMS, A STAFF MEMBER IS KNOWLEDGEABLE IN THE STEPS NECESSARY TO QUALIFY THOSE INDIVIDUALS. IF A PATIENT IS INDIGENT OR CHARITY ELIGIBLE THEY WILL BE OFFERED ASSISTANCE THROUGH THE HOSPITAL'S CHARITY AND INDIGENT CARE POLICY INCLUDING THE STATE'S INDIGENT CARE TRUST FUND. IF THE PATIENT HAS NO OTHER INSURANCE AND FAILS TO QUALIFY FOR INDIGENT CARE ASSISTANCE, THE FINANCIAL COUNSELOR CAN THEN OFFER THE PATIENT AN OPPORTUNITY TO ACCEPT A PAYMENT PLAN WITH DISCOUNTED PAYMENT OPTIONS BASED ON THEIR ABILITY TO PAY IMMEDIATELY OR OVER TIME. ALL PATIENTS ARE AFFORDED THESE OPPORTUNITIES. SCHEDULE H, PART VI, LINE 4 COMMUNITY INFORMATION: WELLSTAR DOUGLAS HOSPITAL IS IN DOUGLASVILLE, GEORGIA, APPROXIMATELY 30 MILES WEST OF ATLANTA. FOR THE PURPOSES OF THE CHNA, THE PRIMARY SERVICE AREA FOR THE HOSPITAL IS DEFINED AS THE ZIP CODES FROM WHICH 75% OF DISCHARGED INPATIENTS ORIGINATED DURING THE PREVIOUS YEAR. THE MEDICAL CENTER'S SERVICE AREA IS COMPRISED OF ZIP CODES FROM THE FOLLOWING COUNTIES: CARROLL, COBB, DOUGLAS, AND PAULDING.THE CHNA CONSIDERS THE POPULATION OF RESIDENTS LIVING IN THERESIDENTIAL ZIP CODE AREAS REGARDLESS OF THE USE OF SERVICES PROVIDED BY WELLSTAR OR ANY OTHER PROVIDER. MORE SPECIFICALLY, THIS ASSESSMENT FOCUSES ON RESIDENTS IN THE SERVICE AREA WHO ARE MEDICALLY UNDER-RESOURCED OR AT RISK OF POOR HEALTH OUTCOMES. THE REFERENCED ZIP CODES ARE AS FOLLOWS: 3008, 30060, 30062, 30064, 30066, 30067, 30068, 30069, 30080, 30082, 30101, 30106, 30108, 30116, 30117, 30122, 30126, 30127, 30132, 30133, 30134, 30135, 30141, 30144, 30152, 30153, 30154, 30157, 30168, 30170, 30179, 30180, 30182, 30187. COBB COUNTY HAD THE LARGEST POPULATION IN THE SERVICE AREA WITH 771,952 RESIDENTS, WHILE CARROLL COUNTY HAD THE SMALLEST WITH 124,592 RESIDENTS. DOUGLAS AND PAULDING COUNTIES HAD A YOUNGER POPULATION COMPARED TO THE REST OF THE SERVICE AREA AND STATE AND NATIONAL AVERAGES, WITH LOWER MEDIAN AGES (36.7 AND 36.6 YEARS RESPECTIVELY). ACROSS THE SERVICE AREA AND STATE, ABOUT A QUARTER OF RESIDENTS WERE UNDER 18 YEARS OF AGE. THE AGE DISTRIBUTIONS IN CARROLL COUNTY ALSO REFLECT STATE AND NATIONAL TRENDS, WHERE THE NEXT LARGEST PERCENTAGE OF THE POPULATION WERE ADULTS AGED 65 AND OVER (13.9%). THIS IS INDICATIVE OF AN ADULT POPULATION FACING THE DUAL RESPONSIBILITIES OF CARING FOR BOTH CHILDREN AND AGING ADULTS AT THE SAME TIME. TOTAL POPULATION (2022): - CARROLL: 124,592 - COBB: 771,952 - DOUGLAS: 147,316 - PAULDING: 178,421 MEDIAN HOUSEHOLD INCOME (2018-22): - CARROLL: $66,895 - COBB: $94,244 - DOUGLAS: $76,930 - PAULDING: $89,237 MEDIAN AGE: - CARROLL: 35.2 - COBB: 37.2 - DOUGLAS: 36.7 - PAULDING: 36.6 RACE/ETHNIC DISTRIBUTION: - CARROLL: BLACK: 20.2% ASIAN: 0.9% HISPANIC: 7.5% NON-HISPANIC WHITE: 71.2% LIMITED ENGLISH: 3.5% - COBB: BLACK: 27.5% ASIAN: 5.6% HISPANIC: 13.5% NON-HISPANIC WHITE: 52.8% LIMITED ENGLISH 7.2% - DOUGLAS: BLACK: 48.9% ASIAN: 1.9% HISPANIC: 10.7% NON-HISPANIC WHITE: 39.4% LIMITED ENGLISH 4.7% - PAULDING: BLACK: 21.0% ASIAN: 1.1% HISPANIC: 7.6% NON-HISPANIC WHITE: 68.9% LIMITED ENGLISH: 2.3% SCHEDULE H, PART VI, LINE 5 PROMOTION OF COMMUNITY HEALTH: WELLSTAR DOUGLAS HOSPITAL (AN AFFILIATE OF WELLSTAR HEALTH SYSTEM, INC.) OPERATES AS A CHARITABLE ORGANIZATION CONSISTENT WITH THE REQUIREMENTS OF INTERNAL REVENUE CODE SECTION 501(C)(3) AND THE "COMMUNITY BENEFIT STANDARD" OF IRS RULING 69-545. IN THIS REGARD, THE GOVERNING BODY OF THE ORGANIZATION AND/OR ITS PARENT IS COMPOSED OF PROMINENT CITIZENS IN THE COMMUNITY, MEDICAL STAFF PRIVILEGES IN THE HOSPITAL ARE AVAILABLE TO ALL QUALIFIED PHYSICIANS IN THE AREA CONSISTENT WITH THE SIZE AND NATURE OF THE FACILITY; DOUGLAS HOSPITAL OPERATES A FULL-TIME EMERGENCY ROOM OPEN TO ALL REGARDLESS OF ABILITY TO PAY; DOUGLAS HOSPITAL PROVIDES CARE TO THE NEEDY MEMBERS OF THE COMMUNITY CONSISTENT WITH ITS CHARITY CARE POLICY. THE HOSPITAL'S EXCESS FUNDS ARE GENERALLY APPLIED TO EXPANSION AND REPLACEMENT OF EXISTING FACILITIES AND EQUIPMENT, AMORTIZATION OF INDEBTEDNESS, IMPROVEMENT OF PATIENT CARE, COMMUNITY BENEFIT ACTIVITIES INCLUDING HEALTH EDUCATION, PREVENTIVE SCREENINGS AND HEALTH FAIRS, RESEARCH, SUBSIDIZED HEALTH SERVICES, AND CHARITY CARE. DOUGLAS HOSPITAL, INC. COMMITTED APPROXIMATELY $16 MILLION IN CAPITAL EXPENDITURES FOR THE YEAR TO MEET THOSE NEEDS. SCHEDULE H, PART VI, LINE 6 AFFILIATED HEALTH CARE SYSTEMS: WELLSTAR HEALTH SYSTEM, THE LARGEST HEALTH SYSTEM IN GEORGIA, IS NATIONALLY RECOGNIZED FOR OUR INCLUSIVE CULTURE, EXCEPTIONAL DOCTORS AND TEAM MEMBERS, AND PERSON, HIGH-QUALITY CARE. WELLSTAR THOUGHTFULLY REINVESTS IN PREVENTION, WELLNESS PROGRAMS AND CHARITY CARE, AND PROVIDES ACCESS TO COMPASSIONATE, WORLD-CLASS CARE THROUGH AN EXPANSIVE SYSTEM OF 11 HOSPITALS, 329 MEDICAL OFFICE LOCATIONS, 11 CANCER CENTERS, 91 REHABILITATION CENTERS, 35 IMAGING CENTERS, 20 URGENT CARE LOCATION. FIVE HEALTH PARKS, THREE HOSPICE FACILITIES AND TWO RETIREMENT VILLAGES. FOR MORE INFORMATION, VISIT: HTTPS://WWW.WELLSTAR.ORG SCHEDULE H, PART VI, LINE 7 STATE FILING OF COMMUNITY BENEFIT REPORT: ON AN ANNUAL BASIS THE HOSPITAL REPORTS ITS COMMUNITY HEALTH BENEFITS REPORT TO THE GEORGIA HOSPITAL ASSOCIATION (GHA). GHA AGGREGATES THE HOSPITAL SPECIFIC REPORTS INTO A STATEWIDE COMMUNITY HEALTH BENEFIT REPORT. THE STATE OF GEORGIA ALSO REQUIRES HOSPITALS TO FILE THE HOSPITAL FINANCIAL SURVEY AND THE INDIGENT CARE TRUST FUND SURVEY SO THAT IT CAN COLLECT INFORMATION ON HOSPITAL FINANCIAL CLASS CATEGORIES AND ALSO TO DETERMINE THE AMOUNT OF UNCOMPENSATED CARE BY HOSPITAL. X X X X X X false true X X X X X X true true false false false false false true false ABBY MCKENZIE VP HUMAN RESOURCE 144627 0 28199 0 5665 0 10691 0 35212 0 224394 0 0 0 ALAN MUSTER SVP SPECIALTY DIVISION WMG 0 588432 0 228235 0 135258 0 60315 0 75902 0 1088142 0 0 ALLEN SEPARK FORMER TRUSTEE 0 10935 0 0 0 0 0 0 0 0 0 10935 0 0 ANDREW COX VP CHIEF OF STAFF & LEADERSHIP 0 353746 0 70606 0 9326 0 24036 0 58532 0 516246 0 0 ANTHONY BUDZINSKI EVP & CFO (END 4/24) 0 325861 0 287932 0 201433 0 19734 0 24233 0 859193 0 0 ARIF AZIZ MD TRUSTEE & PHYSICIAN(END 12/24) 0 615688 0 221408 0 24176 0 60411 0 41156 0 962839 0 0 BARBARA COREY SVP MANAGED CARE 0 477971 0 118184 0 112007 0 32777 0 68928 0 809867 0 0 BETH KOST SVP CHIEF COMPLIANCE OFFICER 0 502653 0 125408 0 122700 0 37552 0 50255 0 838568 0 0 CANDICE SAUNDERS PRESIDENT & CEO 0 2000953 0 1367578 0 1589671 0 60350 0 51371 0 5069923 0 536578 CAROL TODD VP ASST GENERAL COUNSEL 0 258502 0 54595 0 12399 0 32180 0 53556 0 411232 0 0 CATHERINE ANDREWS SVP & COO KH 0 504379 0 205091 0 114636 0 53439 0 31215 0 908760 0 0 CONNIE KIRK FORMER TRUSTEE 0 12619 0 0 0 0 0 0 0 0 0 12619 0 0 DANIEL ABAD SVP TAL STRAT & TOTAL REWARDS 0 426546 0 170446 0 74534 0 52208 0 30506 0 754240 0 0 DANYALE ZIGLOR VP HUMAN RESOURCE 0 300310 0 181002 0 56113 0 51276 0 34051 0 622752 0 0 DAVID HAFNER FORMER DIRECTOR 0 24026 0 0 0 0 0 0 0 0 0 24026 0 0 DAVID JONES EVP CHIEF PEOPLE OFFICER 0 666694 0 370777 0 330522 0 59026 0 32500 0 1459519 0 168750 DAVID PRESTON VP BRAND AND MARKETING 0 405434 0 130923 0 78819 0 0 0 43772 0 658948 0 0 DESPINA DEMESTIHAS DALTON VP MEDICAL AFFAIRS 386590 0 72313 0 415076 0 60496 0 59106 0 993581 0 400643 0 DONALD ZARKOU VP OF ONCOLOGY SERVICE LINE 0 257670 0 51427 0 13927 0 32338 0 58412 0 413774 0 0 ELIZABETH LOUDERMILK VP FINANCIAL PLANNING 0 341037 0 166274 0 13178 0 42681 0 53578 0 616748 0 0 ELIZABETH PAPETTI VP WMG OPS HOSPITAL DIV 0 310898 0 76348 0 10433 0 29625 0 38250 0 465554 0 0 ELLEN RUSSELL VP HIM CDI & POLICIES 0 234832 0 46872 0 12867 0 17424 0 38060 0 350055 0 0 FREDA LYON VP SYSTEM EMERGENCY SERVICES 0 275974 0 65584 0 282671 0 34884 0 45135 0 704248 0 266838 JAMES L HORNSBY TRUSTEE & PHYSICIAN 0 323908 0 135986 0 9874 0 59712 0 57389 0 586869 0 0 JAMES SWARTZ VP ACCOUNTING 0 306971 0 123516 0 9746 0 29092 0 48387 0 517712 0 0 JASON STEVENS SVP DEPUTY GENERAL COUNSEL 0 421709 0 109293 0 100106 0 62215 0 47953 0 741276 0 0 JENNIFER GIUSTI VP CLINICAL OUTCOMES(END 4/24) 0 119597 0 0 0 3833 0 30794 0 6263 0 160487 0 0 JESSICA KOVALESKY VP CARE COORDINATION & POP HLT 0 306467 0 77668 0 10686 0 21062 0 15870 0 431753 0 0 JOE CASTANON VP CONTRACTING & VAL ANALYSIS 0 305832 0 62595 0 8829 0 12058 0 53205 0 442519 0 0 JOEL SHU VP WELLSTAR CP (END 1/24) 0 23251 0 115045 0 400 0 2269 0 1122 0 142087 0 0 JOHN HATFIELD EVP CHF EX AF OFF (AS OF 5/24) 0 400000 0 75000 0 10840 0 4587 0 24861 0 515288 0 0 JON-PAUL CROOM SVP & HOSPITAL PRESIDENT 0 400608 0 109186 0 93113 0 61597 0 55017 0 719521 0 0 JOSEPH BRAUD VP INFO SECURITY & CISO 0 336274 0 67117 0 97694 0 6938 0 55625 0 563648 0 28464 JOSEPH REPPERT SVP FINANCE & CFO 0 511555 0 202629 0 232305 0 60100 0 51896 0 1058485 0 106747 JULIE TEER SVP & WELLSTAR FOUNDATION PRES 0 582150 0 145246 0 240241 0 12868 0 37834 0 1018339 0 107415 KEM MULLINS EVP AMBULATORY OPS & BUS DEV 0 856242 0 300398 0 190543 0 24800 0 60004 0 1431987 0 0 KIMBERLY TAACA VP WMG OPS SPECIALTY DIV 0 313123 0 73875 0 10831 0 52277 0 30081 0 480187 0 0 KRISTEN TRICE VP DIAGNOSTIC OUTREACH 0 262080 0 86108 0 9920 0 29490 0 53348 0 440946 0 0 LAURA DANNELS VP CHIEF LEARNING OFFICER 0 419168 0 236636 0 71900 0 28095 0 30747 0 786546 0 0 LE JOYCE NAYLOR SVP & CHIEF DIVERSITY & INCLUS 0 375440 0 93672 0 92383 0 59676 0 29116 0 650287 0 0 LEO REICHERT EVP & GENERAL COUNSEL 0 817170 0 285436 0 398680 0 60100 0 58580 0 1619966 0 204292 LINITRA MONTGOMERY RN CHARGE L&D 235055 0 1625 0 974 0 23668 0 55858 0 317180 0 0 0 MARY CHATMAN EVP ACUTE CARE OPERATIONS 0 853496 0 302145 0 190147 0 65373 0 46938 0 1458099 0 0 MATTHEW TERRY SVP CHIEF STRATEGY OFFICER 0 414918 0 103522 0 99009 0 27754 0 53165 0 698368 0 0 MAXWELL KAGAN VP FINANCE & CFO WMG 0 317075 0 80930 0 10683 0 29250 0 38254 0 476192 0 0 MELISSA BOX VP CNO PATIENT CARE SERVICES 272022 0 50684 0 43446 0 19885 0 70255 0 456292 0 27202 0 MICHAEL GARRARD AVP REHABILITATION WRWSH 0 271211 0 54131 0 10060 0 15032 0 52017 0 402451 0 0 MICHAEL MCCULLOUGH SVP SUPPLY CHAIN 0 450840 0 202650 0 529946 0 36515 0 60765 0 1280716 0 421152 NICKOLOS YAITSKY VP CHIEF AI OFF & HEAD OF EA 0 316493 0 189757 0 87516 0 16904 0 57417 0 668087 0 29048 PAUL DAMRON AVP FINANCE & HOSPITAL OPS 217006 0 29771 0 2744 0 23000 0 30489 0 303010 0 0 0 PAUL DOUGLASS MD TRUSTEE & PHYSICIAN 0 373636 0 68430 0 11963 0 30847 0 56556 0 541432 0 0 PAUL MURPHREE MD VP MEDICAL OUTCOMES (END 4/24) 0 149297 0 0 0 7636 0 9673 0 12752 0 179358 0 0 PHILLIP COULE VP AND CHIEF MEDICAL OFFICER 0 204474 0 1680 0 1906 0 12372 0 9910 0 230342 0 0 PRANAV JAIN VP CHIEF IH OFF & HEAD OF CP 0 498722 0 199287 0 84645 0 52511 0 30431 0 865596 0 0 RANDALL BENTLEY SR FORMER DIRECTOR 0 14150 0 0 0 0 0 0 0 0 0 14150 0 0 REMINGTON FOSS SVP HOSPITAL PRESIDENT WG 0 414336 0 103072 0 106430 0 47664 0 45444 0 716946 0 0 RICHARD CAPPS EVP CHIEF INFO & DIGITAL OFFCR 0 713211 0 584401 0 159328 0 61204 0 61274 0 1579418 0 0 RICHARD FREEMAN EVP CHF EX AF OFF (AS OF 5/24) 0 420680 0 100000 0 83779 0 10109 0 15790 0 630358 0 0 ROBERT DECOUX VP CORPORATE MED STAFF SVCS 0 210558 0 42027 0 63571 0 44522 0 37700 0 398378 0 49297 RONALD MCKEE TERMINATED AVP OPERATIONS 210018 0 19646 0 2726 0 9277 0 46655 0 288322 0 0 0 SANA BRUNO VP LABORATORY SERVICES SYSTEM 0 275093 0 55708 0 11695 0 25212 0 52613 0 420321 0 0 SANDRA LUCIUS VP HEAD CARE PLAT (END 12/24) 0 314725 0 188706 0 98220 0 54424 0 41233 0 697308 0 31472 SHARON ROBINSON VP FOUNDATION STRATEGY & GRWTH 0 267821 0 53456 0 10491 0 37110 0 44224 0 413102 0 0 SNEHAL DOSHI SVP ANCILLARY AND SUPPORT SVC 0 416042 0 113534 0 197807 0 39190 0 55662 0 822235 0 99242 SOPHIA MCINTYRE SVP WMG AMB CAR DIV (END 4/23) 0 0 0 0 0 468520 0 0 0 0 0 468520 0 0 STEPHEN VAULT VP STRATEGIC COMMUNITY DEVELOP 0 299051 0 72399 0 55078 0 29309 0 27749 0 483586 0 0 STEVEN HUNT VP HUMAN RESOURCE (END 10/24) 0 8793 0 0 0 328772 0 0 0 0 0 337565 0 113506 SUSAN GRANT EVP CHIEF NURS EXEC (END 1/25) 0 621005 0 216914 0 281576 0 59152 0 31704 0 1210351 0 155249 SUSAN WRIGHT VP PHARMACY SVCS 0 317366 0 63346 0 11361 0 36949 0 30652 0 459674 0 0 THOMAS DRAPER VP CARDIOVASCULAR SERVICE LINE 0 292157 0 68980 0 34893 0 29375 0 30130 0 455535 0 25350 VALERY AKOPOV SVP HOSPITAL DIVISION WMG 0 580944 0 219327 0 142888 0 38325 0 56034 0 1037518 0 0 VARMA RAMESWAR VP PEDIATRIC OPS AND SVC LINE 0 289827 0 57846 0 16197 0 60170 0 28213 0 452253 0 0 WILLIAM BELLANDO SVP CHIEF INFO OFFICER 0 520024 0 340987 0 112342 0 54930 0 58335 0 1086618 0 0 WINSOME SIBLEY-MIGHTY RN CLIN NURSE PERIOP WKD III A 240820 0 625 0 579 0 30500 0 30799 0 303323 0 0 0 YVETTE CASTRO DIR PATIENT EXPERIENCE 96474 0 17617 0 104358 0 3814 0 18220 0 240483 0 0 0 SCHEDULE J, PART I, LINE 1A THE ITEMS, AS INDICATED IN LINE 1A, WERE PROVIDED, IN SOME INSTANCES, TO BOARD MEMBERS AND TO CERTAIN EMPLOYED INDIVIDUALS LISTED IN FORM 990, PART VII BY THE ORGANIZATION. THE ORGANIZATION FOLLOWS IRS GUIDELINES AND THESE ITEMS WERE ADDED AS TAXABLE INCOME AS APPROPRIATE. SCHEDULE J, PART I, LINE 1B REIMBURSEMENT POLICY: WHILE WELLSTAR HEALTH SYSTEM AND ITS AFFILIATES DO NOT HAVE A WRITTEN POLICY REGARDING PAYMENT OR REIMBURSEMENT OF THE ITEMS LISTED IN SCHEDULE J, PART I, LINE 1A, THE ORGANIZATION FOLLOWS IRS GUIDELINES IN THE PAYMENT OF ANY OF THESE ITEMS TO INDIVIDUALS LISTED IN FORM 990, PART VII, SECTION A. THESE ITEMS ARE ADDED AS TAXABLE WAGES ON THE INDIVIDUAL'S FORM W-2 AS APPROPRIATE. SCHEDULE J, PART I, LINE 4A SEVERANCE PAYMENTS: PURSUANT TO THEIR RESPECTIVE EMPLOYMENT AGREEMENTS, THE FOLLOWING GROUPS OF OFFICERS ARE ENTITLED TO SEVERANCE PAYMENTS BASED ON THEIR COMPENSATION AT THAT TIME IN THE EVENT OF CERTAIN IDENTIFIED CIRCUMSTANCES. THE SEVERANCE PAYMENT PERIODS ARE 24 MONTHS FOR EXECUTIVE VICE PRESIDENTS, 18 MONTHS FOR SENIOR VICE PRESIDENTS, AND 12 MONTHS FOR VICE PRESIDENTS. THE FOLLOWING OFFICERS RECEIVED SEVERANCE PAY DURING THE 2024 CALENDAR YEAR FROM EITHER THE ORGANIZATION OR A RELATED ORGANIZATION: SOPHIA MCINTYRE 468,520 STEVEN HUNT 214,931 SCHEDULE J, PART I, LINE 4B PARTICIPATION IN A SUPPLEMENTAL NON-QUALIFIED RETIREMENT PLAN: DURING THE YEAR, VICE PRESIDENTS, SENIOR VICE PRESIDENTS, EXECUTIVE VICE PRESIDENTS AND CERTAIN PHYSICIANS PARTICIPATED IN A SUPPLEMENTAL NONQUALIFIED RETIREMENT PLAN SPONSORED BY WELLSTAR HEALTH SYSTEM, INC. THE AMOUNTS RELATED TO THIS PLAN ARE INCLUDED IN SCHEDULE J, PART II, COLUMN (C). THE FOLLOWING INDIVIDUALS RECEIVED PAYMENTS FROM THE PLAN INCLUDED IN SCHEDULE J, PART II, COLUMN (B): ROBERT DECOUX 49,297 CANDICE SAUNDERS 536,578 DAVID JONES 168,750 DESPINA DEMESTIHAS DALTON 400,643 FREDA LYON 266,838 JOE REPPERT 106,747 JOSEPH BRAUD 28,464 JULIE TEER 107,415 LEO REICHERT 204,292 MELISSA BOX 27,202 MICHAEL MCCULLOUGH 421,152 NICKOLOS YAITSKY 29,048 SANDRA LUCIUS 31,472 SNEHAL DOSHI 99,242 SUSAN GRANT 155,249 THOMAS DRAPER 25,350 STEVEN HUNT 113,506 SCHEDULE J, PART I, LINE 7 NON-FIXED PAYMENTS TO OFFICERS: AS PART OF THE WELLSTAR EXECUTIVE COMPENSATION PHILOSOPHY A PERFORMANCE PAY PLAN WAS INSTITUTED SEVERAL YEARS AGO WHEREBY THE WELLSTAR BOARD OF TRUSTEES APPROVES AN ANNUAL INCENTIVE PLAN WHICH CONSISTS OF SEVERAL PERFORMANCE GOALS OR FACTORS THAT UPON ATTAINMENT WILL RESULT IN PAYOUTS TO ELIGIBLE PLAN PARTICIPANTS.THOSE FACTORS ARE: (1) PEOPLE & CUSTOMER SERVICE GOAL FOR EMPLOYEE "TRUST INDEX (2) QUALITY & SAFETY GOAL FOR CLINICAL EXCELLENCE AND PATIENT SATISFACTION; AND (3) FINANCIAL GOAL FOR ATTAINING A POSITIVE OPERATING MARGIN. CONFIRMATION OF ACHIEVING THESE GOALS IS TYPICALLY RECEIVED THROUGH THE ANNUAL EXTERNAL AUDIT PROCESS AND APPROVED BY THE BOARD OF TRUSTEES AT THAT TIME. FORM 990, PART I, LINE 1 AND FORM 990, PART III, LINE 1 VISION: DELIVER WORLD-CLASS HEALTHCARE TO EVERY PERSON, EVERY TIME. MISSION: TO ENHANCE THE HEALTH AND WELL-BEING OF EVERY PERSON WE SERVE. VALUES: WE SERVE WITH COMPASSION. WE PURSUE EXCELLENCE. WE HONOR EVERY VOICE. FORM 990, PART III, LINE 4A PROGRAM SERVICE ACCOMPLISHMENTS ABOUT WELLSTAR AT WELLSTAR, PEOPLE ARE AT THE CENTER OF EVERYTHING WE DO AND EVERY DECISION WE MAKE. AS A NOT-FOR-PROFIT ORGANIZATION, WE HAVE MADE A GENERATIONAL COMMITMENT TO TRANSFORM HEALTHCARE FOR ALL. WE WORK TO ENSURE EVERY PERSON HAS ACCESS TO PERSONALIZED CARE THAT HELPS THEM SPEND MORE TIME BEING A PERSON, RATHER THAN A PATIENT. THAT'S WHAT WE MEAN WHEN WE SAY WE'RE MORE THAN HEALTHCARE-WE'RE PEOPLECARE. WELLSTAR IS NATIONALLY RECOGNIZED FOR OUR INCLUSIVE CULTURE, EXCEPTIONAL DOCTORS AND TEAM MEMBERS, AND PERSONAL, HIGH-QUALITY CARE. WE THOUGHTFULLY REINVEST IN PREVENTION, WELLNESS PROGRAMS AND CHARITY CARE, AND PROVIDE ACCESS TO COMPASSIONATE, WORLD-CLASS CARE THROUGH OUR EXPANSIVE SYSTEM OF 11 HOSPITALS, 329 MEDICAL OFFICE LOCATIONS, 11 CANCER CENTERS, 91 REHABILITATION CENTERS, 35 IMAGING CENTERS, 20 URGENT CARE LOCATIONS, FIVE HEALTH PARKS, THREE HOSPICE FACILITIES AND TWO RETIREMENT VILLAGES. TO LEARN MORE ABOUT HOW WE CARE FOR THE COMMUNITIES WE SERVE, VISIT WELLSTAR.ORG. MISSION, VISION AND VALUES . OUR MISSION IS TO ENHANCE THE HEALTH AND WELL-BEING OF EVERY PERSON WE SERVE. . OUR VISION IS TO DELIVER WORLD-CLASS HEALTHCARE TO EVERY PERSON, EVERY TIME. . OUR VALUES ARE TO SERVE WITH COMPASSION, PURSUE EXCELLENCE AND HONOR EVERY VOICE. MILESTONES WELLSTAR HAS A BREADTH OF HISTORICAL FIRSTS, INCLUDING, BUT NOT LIMITED TO: . PERFORMED THE NATION'S FIRST LAPAROSCOPIC GALLBLADDER REMOVAL AT KENNESTONE REGIONAL MEDICAL CENTER (1988), NOW KNOWN AS WELLSTAR KENNESTONE REGIONAL MEDICAL CENTER . ACQUIRED GEORGIA'S FIRST OPEN HIGH-FIELD MRI SCANNER AT PAULDING HOSPITAL (2008), NOW KNOWN AS WELLSTAR PAULDING MEDICAL CENTER . FIRST ORTHOPEDIC CENTER IN GEORGIA TO ACHIEVE THE JOINT COMMISSION'S CERTIFICATES OF DISTINCTION IN BOTH MANAGEMENT OF HIP FRACTURE AND ADVANCED TOTAL JOINT REPLACEMENT AT WELLSTAR KENNESTONE REGIONAL MEDICAL CENTER (2018) . LAUNCHED CATALYST BY WELLSTAR, A FIRST-OF-ITS-KIND GLOBAL DIGITAL HEALTH AND INNOVATION CENTER (2021) . RECOGNIZED AS THE ONLY HEALTHCARE SYSTEM IN GEORGIA AND ONE OF 25 NATIONWIDE TO RECEIVE A $2 MILLION GRANT FROM THE U.S. DEPARTMENT OF HEALTH AND HUMAN SERVICES THROUGH THE SUBSTANCE ABUSE AND MENTAL HEALTH SERVICES ADMINISTRATION (2023) . NAMED THE SECOND HIGHEST PROVIDER OF CHARITY CARE IN THE NATION BY MODERN HEALTHCARE (2023) . FIRST HEALTH SYSTEM IN GEORGIA AND THE FIFTH IN THE NATION TO BE ACCREDITED AS A NETWORK CANCER PROGRAM RUN BY THE AMERICAN COLLEGE OF SURGEONS . FIRST HEALTH SYSTEM IN THE NATION TO OFFER SHARECARE DIGITAL HEALTH AND WELLNESS APP TO ITS TEAM MEMBERS COVERAGE AT A GLANCE WHEN WE SAY WE SERVE THE COMMUNITY, WE MEAN IT. WELLSTAR MEDICAL CENTERS, HEALTH PARKS, MEDICAL OFFICES AND OTHER FACILITIES ARE CONVENIENTLY LOCATED ACROSS THE STATE OF GEORGIA. . 11 HOSPITALS . 2,729 LICENSED BEDS . 5 HEALTH PARKS . 20 URGENT CARE LOCATIONS . 329+ MEDICAL OFFICES . 11 CANCER CENTERS . 91 REHABILITATION CENTERS . 35 IMAGING CENTERS . 3 HOSPICE FACILITIES . 2 RETIREMENT VILLAGES . 9 PEDIATRIC CENTERS . 11 SLEEP LABS . 7 WOUND CARE CENTERS . 10 COUNTIES OFFERING HOME HEALTH SERVICES WITH MORE THAN 1 MILLION PATIENT VISITS IN 2024, THE WELLSTAR HEALTH PARKS IN EAST COBB, ACWORTH, AVALON, CHEROKEE AND VININGS PROVIDED PATIENTS WITH SEAMLESS CARE AND CONVENIENT ACCESS TO PRIMARY CARE, SPECIALISTS, OUTPATIENT PROCEDURES, PHARMACY, URGENT CARE, PHYSICAL THERAPY AND IMAGING-ALL AT A SINGLE LOCATION. IT'S PART OF OUR COMMITMENT TO OFFER ACCESS TO QUALITY HEALTHCARE AT THE RIGHT TIME AND PLACE FOR OUR PATIENTS. CLINICAL EXPERTISE LED BY PHYSICIANS AND OTHER CLINICIANS, OUR SERVICE LINES SUPPORT AND CONNECT PEOPLE, PROCESSES AND TECHNOLOGIES. EXPERTS WITHIN EACH SPECIALTY BRING THEIR INSIGHT AND INNOVATION TO COLLEAGUES ACROSS OUR SYSTEM. THE RESULT IS BETTER PATIENT CARE AND A HEALTHIER COMMUNITY. OUR CLINICAL SPECIALTIES INCLUDE: . BEHAVIORAL HEALTH . CARDIOVASCULAR . DIGESTIVE HEALTH . EMERGENCY CARE . HOSPITAL MEDICINE . MUSCULOSKELETAL . NEURO CARE . ONCOLOGY . PEDIATRICS . PRIMARY CARE . PULMONARY . SURGERY . WOMEN'S HEALTH COMMUNITY NEEDS WELLSTAR REMAINS DEDICATED TO IMPROVING THE HEALTH OF THE COMMUNITY. WE CONDUCT COMMUNITY HEALTH NEEDS ASSESSMENTS?(CHNAS) TO HELP US BETTER UNDERSTAND THE UNIQUE HEALTHCARE NEEDS OF OUR COMMUNITIES. BY WORKING WITH A DIVERSE GROUP OF COMMUNITY LEADERS AND THE GEORGIA HEALTH POLICY CENTER, WE COLLECT COMPREHENSIVE DATA FOR OUR CHNAS. WE IMPLEMENT A PLAN BASED ON THIS DATA TO DEVELOP ACTIONABLE AND MEASURABLE PROGRAMS AND SERVICES TO OPTIMIZE PATIENT OUTCOMES AND IMPROVE OVERALL COMMUNITY HEALTH. THE AREAS LISTED BELOW EMERGED AS PRIORITY FOR THE COMMUNITIES THAT WELLSTAR SERVES AND INFORM THE WELLSTAR CENTER FOR HEALTH EQUITY PROGRAMS AND PARTNERSHIPS. . ACCESS TO CARE . BEHAVIORAL HEALTH . FOOD ACCESS AND HEALTHY LIVING . HOUSING . PEDIATRICS . WOMEN'S HEALTH FOR MORE INFORMATION ON WELLSTAR COMMUNITY HEALTH NEEDS ASSESSMENT, VISIT OUR COMMUNITY HEALTH NEEDS ASSESSMENT WEBSITE. INNOVATION WELLSTAR HAS A VISION FOR HEALTHCARE THAT CONTINUES TO EVOLVE AND EQUIP US TO BRING THE BEST TECHNOLOGY AND THE BEST CARE TO OUR COMMUNITIES. WE LAUNCH STRATEGIC PARTNERSHIPS, PILOT NEW THERAPIES, DEVELOP LESS-INVASIVE PROCEDURES AND ADVANCE TECHNOLOGIES TO TRANSFORM HEALTHCARE AND IMPROVE PEOPLE'S LIVES. THIS IS WHY WE LAUNCHED CATALYST BY WELLSTAR, A FIRST-OF-ITS-KIND GLOBAL DIGITAL HEALTH AND INNOVATION CENTER, AND WHY WE BUILT CATALYST VOICE, AN ONLINE COMMUNITY FOR OVER 100,000 WELLSTAR PATIENTS TO HELP SHAPE THE FUTURE OF HEALTHCARE. HERE ARE SOME EXAMPLES OF ADVANCEMENTS OVER THE PAST FEW YEARS. . INVESTED IN AN ADVANCED ELECTRONIC MEDICAL SYSTEM WITH ARTIFICIAL INTELLIGENCE TECHNOLOGY (AI) THAT ALLOWS FOR EARLY WARNING DETECTION, ANTICIPATES NEEDS OF PATIENTS BASED ON THEIR PROFILES AND DETERMINES IF PATIENTS MAY BE PREDISPOSED TO DISEASE OR INFECTION BASED ON FAMILY HISTORY, MEDICAL HISTORY AND DNA . USE OF AI TO IDENTIFY LARGE VESSEL BLOCKAGE, WHICH INCREASES THE RISK OF STROKE, AND IDENTIFY KEY TERMS TO SCREEN FOR LUNG NODULES . WELLSTAR KENNESTONE REGIONAL MEDICAL CENTER IS THE FIRST HOSPITAL IN GEORGIA TO OFFER PARENTS A PRIVATE 24/7 LIVESTREAM OF THEIR BABY IN THE NEONATAL INTENSIVE CARE UNIT THROUGH NICVIEW, A BEDSIDE CAMERA SYSTEM. THE SYSTEM IS SUPPORTED FINANCIALLY BY A FUNDRAISING ORGANIZATION, WELLSTAR FOUNDATION, INC. THE SERVICE AREA FOR THE SYSTEM ENCOMPASSES PARTS OF THE NORTHWESTERN, CENTRAL AND WESTERN SECTIONS OF THE STATE OF GEORGIA - THE PRIMARY SERVICE AREAS BEING IN BARTOW, CHEROKEE, COBB, DOUGLAS, PAULDING, FULTON, BUTTS, SPALDING, RICHMOND, COLUMBIA AND TROUP COUNTIES. HISTORY IN 1993, WHAT WAS THEN KNOWN AS THE COBB HEALTH SYSTEM, THE KENNESTONE REGIONAL HEALTH CARE SYSTEM, AND THE DOUGLAS GENERAL HOSPITAL AFFILIATED TO FORM THE NORTHWEST GEORGIA HEALTH SYSTEM. PAULDING MEMORIAL MEDICAL CENTER AFFILIATED WITH NORTHWEST GEORGIA HEALTH SYSTEM IN 1994. IN 1994, THE NORTHWEST GEORGIA HEALTH SYSTEM HELPED FORM THE PROMINA HEALTH SYSTEM AND CHANGED ITS NAME TO PROMINA NORTHWEST HEALTH SYSTEM. IN 1998, PROMINA NORTHWEST HEALTH SYSTEM CHANGED ITS NAME TO WELLSTAR HEALTH SYSTEM. WELLSTAR DISASSOCIATED FROM AND BECAME TOTALLY INDEPENDENT OF PROMINA IN 1999. IN MARCH 2016 WELLSTAR ACQUIRED THE ASSETS OF ATLANTA MEDICAL CENTER (Merged with Kennestone Hospital on 9-30-22) , NORTH FULTON HOSPITAL, SPALDING HOSPITAL, SYLVAN GROVE HOSPITAL FROM ANOTHER ORGANIZATION IN A PURCHASE AGREEMENT. IN APRIL 2016 WELLSTAR HEALTH SYSTEM, INC BECAME THE SOLE CORPORATE MEMBER OF WEST GEORGIA HEALTH SERVICES, INC AND ITS AFFILIATED ENTITIES, INCLUDING WEST GEORGIA MEDICAL CENTER, THROUGH A MEMBER SUBSTITUTION AGREEMENT IN 2023, WELLSTAR HEALTH SYSTEM, INC, THROUGH A MEMBER SUBSTITUTION AGREEMENT, BECAME THE SOLE CORPORATE MEMBER OF AU HEALTH SYSTEM, INC. (CHANGED THE NAME TO WELLSTAR MCG HEALTH, INC) AND ITS AFFILIATE ENTITIES INCLUDING AU MEDICAL CENTER INC, AU MEDICAL ASSOCIATES, INC, WELLSTAR MCG HEALTH WARM SPRINGS, INC. AND OTHER SUBSIDARY ENTITIES. WELLSTAR HEALTH SYSTEM IS A PARENT CORPORATION, WHICH PROVIDES OVERALL COORDINATION INCLUDING GOVERNING BODY TO ITS 11 AFFILIATE HOSPITALS, WELLSTAR MEDICAL GROUP, LLC, WELLSTAR FOUNDATION, INC AND OTHER SUBSIDIARY ENTITIES: - COBB HOSPITAL, INC. - DOUGLAS HOSPITAL INC. - KENNESTONE HOSPITAL, INC. - PAULDING MEDICAL CENTER, INC. - WELLSTAR FOUNDATION INC. - WELLSTAR NORTH FULTON HOSPITAL, INC. - WELLSTAR SPALDING REGIONAL HOSPITAL, INC. - WELLSTAR SYLVAN GROVE HOSPITAL, INC. - WEST GEORGIA HEALTH SERVICES, INC. - WEST GEORGIA MEDICAL CENTER, INC. - WELLSTAR MCG HEALTH, INC. - AU MEDICAL CENTER, INC - WELLSTAR MCG HEALTH WARM SPRINGS, INC. - WINDY HILL HOSPITAL, A SUB ACUTE PROVIDER OF KENNESTONE HOSPITAL, INC. SERVICES WELLSTAR HEALTH SYSTEM IS ABLE TO OFFER A FULL RANGE OF HEALTHCARE SERVICES THROUGH ITS AFFILIATES. THE SERVICES OFFERED INCLUDE BUT ARE NOT LIMITED TO: - MOST MAJOR INPATIENT CLINICAL SERVICES, - OUTPATIENT SERVICES, - DIAGNOSTIC AND THERAPEUTIC SERVICES, - ANCILLARY AND SUPPORT SERVICES, - PRIMARY CARE & SPECIALTY PHYSICIAN SERVICES, - URGENT CARE SERVICES, - HOME HEALTH SERVICES, - SKILLED NURSING SERVICES AND - HOSPICE SERVICES. THE 11 HOSPITAL LOCATIONS ARE ACUTE CARE FACILITIES WITH INPATIENT, OUTPATIENT, AND EMERGENCY SERVICES. THE SYSTEM INCLUDES A RESIDENTIAL FACILITY ON THE KENNESTONE HOSPITAL CAMPUS, CALLED ATHERTON PLACE. ATHERTON PLACE ALSO HOUSES AN ASSISTED LIVING UNIT AS AN ADDITIONAL LEVEL OF CARE. PAULDING MEDICAL CENTER IS HOME TO A FULL CARE NURSING HOME, PAULDING NURSING CENTER AND WEST GEORGIA MEDICAL CENTER IS ALSO HOME TO TWO FULL CARE NURSING HOMES. VERNON WOODS RETIREMENT COMMUNITY IS AN ASSISTED LIVING FACILITY. KENNESTONE HOSPITAL ALSO OPENED A RESIDENTIAL HOSPICE FACILITY NOT FAR FROM ITS MAIN CAMPUS. THE SYSTEM IS COMPLEMENTED WITH APPROXIMATELY 533 PHYSICIAN PRACTICES AND SEVERAL URGENT CARE CENTERS. THE SYSTEM IS THUS ABLE TO PROVIDE A COMPLETE CONTINUUM OF CARE FOR THE COMMUNITY IT SERVES. THE FOLLOWING STATEMENTS OF COMMUNITY BENEFIT AND PROGRAM SERVICE ACCOMPLISHMENTS REPRESENT SYSTEM-WIDE ACTIVITY FOR WELLSTAR HEALTH SYSTEM, INC. (THE "SYSTEM") - EIN 58-1649541. THE AFFILIATED ENTITIES OF THE WELLSTAR OPERATE AS CHARITABLE ORGANIZATIONS CONSISTENT WITH THE REQUIREMENTS OF INTERNAL REVENUE CODE SECTION 501(C)(3) AND THE "COMMUNITY BENEFIT STANDARD" OF IRS REVENUE RULING 69-545, EXCEPT FOUR OF ITS AFFILIATES THAT OPERATE AS OTHER THAN NOT-FOR-PROFIT ENTITIES INCLUDING (1) WELLSTAR HEALTH PLAN, INC, A STATE OF GEORGIA LICENSED HEALTH MAINTENANCE ORGANIZATION (EIN 46-1922499), (2) PHYSICIAN HOSPITAL ORGANIZATION, INC (EIN 58-2116179), (3) WEST GEORGIA HEALTH PHYSICIANS, INC (EIN 27-5125341), (4) COMMUNITY ASSURANCE COMPANY, LTD., A CAYMAN DOMICILED CAPTIVE INSURANCE COMPANY (EIN 58-1649541). THE SYSTEM MAINTAINS RECORDS TO IDENTIFY AND MONITOR THE LEVEL OF CHARITY CARE IT PROVIDES THROUGH ITS AFFILIATES. THESE RECORDS INCLUDE THE AMOUNT OF CHARGES FOREGONE FOR SERVICES AND SUPPLIES FURNISHED UNDER ITS COMMUNITY FINANCIAL AID POLICY. FINANCIAL & DATA STATISTICS IN FISCAL YEAR 2025 AND 2024, WELLSTAR AFFILIATE HOSPITALS MADE $55.8 MILLION AND $56.2 MILLION. FINANCIAL DATA AND STATISTICS 2022 (1) 2023 (1) 2024 (1) 2025 (1) Licensed Beds 3,775 2,775 2,729 2,741 Staffed Beds 2,103 1,803 (2) 2,310 2,326 Inpatient Admissions 104,092 103,514 127,931 138,729 Inpatient Census Days 586,122 526,966 652,691 677,845 Observation Patients 26,146 22,134 21,548 20,798 Average Length of Stay 5.46 5.09 5.1 4.89 Average Daily Census 1,556 1,469 1,783 1,896 Outpatient Visits 1,197,691 1,350,792 2,287,668 1,919,917 Emergency Room Visits 558,476 520,914 592,415 609,761 Deliveries 13,626 13,126 14,344 14,953 Inpatient Surgery Cases 19,979 20,252 26,658 28,463 Outpatient Surgery Cases 41,275 42,726 54,407 56,936 Case Mix Index (3) 1.7621 1.7046 1.6842 1.7302 (entire System) Case Mix Index 1.9300 1.8636 1.8492 1.8529 (Kennestone) (1)Does not include utilization statistics for WMCG and its consolidated subsidiaries, acquired August 29, 2023 (2) The reduction in staff beds as of June 30, 2023, is attributable primarily to the closure of AMC, which closed on November 1, 2022 (3)All patient case mix index excluding newborn, inpatient rehab patients and psychiatric patients STRATEGIC COMMUNITY ENGAGEMENT - AS A NOT-FOR-PROFIT HEALTH SYSTEM, WELLSTAR'S PASSION FOR PEOPLE EXTENDS BEYOND OUR SYSTEM AND INTO THE COMMUNITIES WE SERVE. WELLSTAR IS COMMITTED TO ELEVATING OUR COMMUNITIES AND OUR HEALTH SYSTEM'S ROLE AS A TRUSTED LEADER IN ADVANCING COMMUNITY HEALTH AND WELL-BEING THROUGH EFFECTIVE STRATEGIC PARTNERSHIPS, STAKEHOLDER ENGAGEMENT, AND EQUITY DRIVEN APPROACHES WHILE DELIVERING MEANINGFUL IMPACT FOR OUR TEAM MEMBERS, PATIENTS, CONSUMERS, AND THE BROADER COMMUNITY. REINVESTING IN OUR COMMUNITIES AND ENGAGING IN COLLABORATIVE PARTNERSHIPS THAT ALIGN WITH OUR MISSION, VISION, AND VALUES TO IMPROVE THE HEALTH AND WELL-BEING OF ALL THE PEOPLE AND COMMUNITIES WE SERVE ACHIEVES POSITIVE COMMUNITY IMPACT AND OUTCOMES. COMMUNITY BASED PARTNERSHIPS MAY INCLUDE MISSION ALIGNED AND NONPROFIT PARTNERS SUCH AS THE AMERICAN HEART ASSOCIATION, AMERICAN CANCER SOCIETY, GEORGIA ALLIANCE FOR BREAST CANCER, MARCH OF DIMES, ATLANTA COMMUNITY FOOD BANK, MUST MINISTRIES AND OTHER ORGANIZATIONS ADDRESSING PRIORITY HEALTH NEEDS INCLUDING SOCIAL DETERMINANTS OF HEALTH AS DEFINED BY WELLSTAR'S CURRENT COMMUNITY HEALTH NEEDS ASSESSMENTS. PARTNERSHIPS ALSO INCLUDE BUSINESS AND CIVIC ORGANIZATIONS SUCH AS CHAMBERS OF COMMERCE, ROTARY/KIWANIS CLUBS AND LOCAL MUNICIPALITIES TO AMPLIFY WELLSTAR'S HEALTH IMPACT MESSAGING AND TO ALLOW FOR DIRECT SERVICE AND CONTRIBUTION TO THE SUCCESS OF OUR LOCAL COMMUNITIES. ACADEMIC AND WORKFORCE DEVELOPMENT PARTNERS ALIGN WITH WELLSTAR'S STRATEGIES TO CREATE PIPELINES FOR BOTH CLINICAL AND NON-CLINICAL HEALTHCARE CAREERS AND INCLUDE LOCAL SCHOOL DISTRICTS AND OTHER SECONDARY EDUCATION INSTITUTIONS, AND NONPROFIT PARTNERS FOCUSED ON CAREER DEVELOPMENT FOR THE CLIENTS THEY SERVE. WELLSTAR ENGAGES BOTH LEADERS AND TEAM MEMBERS IN COMMUNITY OUTREACH WITH MANY LEADERS SERVING ON COMMUNITY AND NONPROFIT BOARDS AND OUR TEAM MEMBERS INCLUDING INCLUSION COUNCIL AND BUSINESS RESOURCE GROUP MEMBERS SUPPORTING WELLSTAR'S COMMUNITYCARE PROGRAM THAT PROVIDES OPPORTUNITIES TO ENGAGE WITH COMMUNITY PARTNERS THROUGH VOLUNTEERISM AND COMMUNITY SERVICE ACTIVITIES SUCH AS COLLECTION OF GOODS FOR DONATION. WELLSTAR HEALTH SYSTEM'S COMMUNITY ACTIVITIES TO ADDRESS GEORGIA'S NURSING SHORTAGE WELLSTAR HEALTH SYSTEM CONTINUES TO STRENGTHEN ITS COMMUNITY INITIATIVES THROUGH ACADEMIC PARTNERSHIPS TO STRATEGICALLY ADDRESS GEORGIA'S NURSING SHORTAGE. WELLSTAR IS COMMITTED TO BUILDING A STRONGER CLINICAL WORKFORCE TO ENHANCE PRACTICE READY NURSES ENTERING THE PROFESSION. WELLSTAR SERVES AS A PREMIER CLINICAL SITE SUPPORTING SCHOOLS OF NURSING COHORTS AND SENIOR PRACTICUM PLACEMENTS. OUR ACADEMIC PARTNERSHIP MODEL AIMS TO SUPPORT THE STUDENT NURSE EXPERIENCE, FACULTY EXPERIENCE, EDUCATIONAL PROCESS, AND DEVELOPMENT/MENTORING OF OUR NURSING PIPELINE. TO ACHIEVE THE STRATEGIC GOALS THROUGH COMMUNITY ENGAGEMENT, WELLSTAR CONTINUES TO IMPLEMENT TACTICS AND OBJECTIVES TO ATTRACT, RECRUIT, AND RETAIN BEST TALENT FOR THE NURSING CLINICAL WORKFORCE. THE FOLLOWING PARTNERSHIPS ARE A FEW EXAMPLES OF WELLSTAR'S STRATEGIC FOCUS AREAS TO ENHANCE THE CLINICAL WORKFORCE. MERCER UNIVERSITY PARTNERSHIP: WELLSTAR HAS CONTINUED ITS CLINICAL AFFILIATION WITH MERCER UNIVERSITY'S SCHOOL OF NURSING AND ORBIS TO TRAIN AND RECRUIT GRADUATES OF THE ACCELERATED BACHELOR OF SCIENCE (ABSN) PROGRAM. THE ABSN PROGRAM IS DESIGNED FOR INDIVIDUALS HOLDING A NON-NURSING BACHELOR OF SCIENCE (BS) DEGREE, ENABLING THEM TO EARN A BACHELOR OF SCIENCE IN NURSING (BSN) WITHIN 12 MONTHS. WELLSTAR'S RELATIONSHIP WITH MERCER AS A TOP TIER PARTNER OFFERS BENEFITS TO THE ABSN STUDENTS BY PRIORITIZING CLINICAL PLACEMENT REQUESTS IN VARIOUS SPECIALTY AREAS ACROSS THE HEALTH SYSTEM. MERCER STUDENTS ARE ALSO RECRUITED AFTER COMPLETION OF THEIR INITIAL CLINICAL COURSE TO WORK AS AN EXTERN THROUGH WELLSTAR'S NURSE EXTERN PROGRAM. MERCER UNIVERSITY HAS ABOUT 300 NURSES TO GRADUATE EACH YEAR. KENNESAW STATE UNIVERSITY (KSU) PARTNERSHIP: WELLSTAR HAS A LONGSTANDING AFFILIATION WITH KSU, LOCATED WITHIN WELLSTAR'S SERVICE AREA. THIS PARTNERSHIP INCLUDES SIGNIFICANT CONTRIBUTIONS SUCH AS ENDOWMENTS AND GRANTS TO SUPPORT KSU'S EDUCATIONAL PROGRAMS. THE WELLSTAR SCHOOL OF NURSING (WSON), ESTABLISHED THROUGH A TRANSFORMATIONAL GIFT FROM THE WELLSTAR BOARD OF DIRECTORS, PLAYS A CRUCIAL ROLE IN PREPARING NURSING STUDENTS FOR PROFESSIONAL SUCCESS. WELLSTAR PROVIDES APPROXIMATELY 70% OF KSU STUDENT CLINICAL EXPERIENCES AND NEARLY 50% OF CLINICAL FACULTY ARE WELLSTAR NURSES. A $6.2 MILLION GRANT HAS BEEN ALLOCATED TO HIRE ADDITIONAL FACULTY AND STAFF BY 2025 TO ACCOMMODATE INCREASED STUDENT ENROLLMENT AND FUND ANNUAL NURSING SCHOLARSHIPS FOR NEED-BASED STUDENTS. AS A DIRECT RESULT OF THE PARTNERSHIP, KSU IS ON TARGET TO MEET THE GOALS OF THE CONTRACTUAL AFFILIATION BY DOUBLING ENROLLMENT IN THE NURSING PROGRAM AND INCREASING THE NUMBER OF FACULTY TO INCREASE ENROLLMENT OF NURSING STUDENTS. IN JULY OF 2025, WELLSTAR LAUNCHED A CAMPAIGN IN PARTNERSHIP WITH KSU TO RECRUIT EXISTING WELLSTAR APRN FACULTY TO TEACH CLINICALS TO KSU STUDENTS AT WELLSTAR FACILITIES. TO DATE, 9 APRNS AT WELLSTAR HAVE BECOME EMPLOYED AS ADJUNCT CLINICAL FACULTY AT KSU. WELLSTAR IS PROVIDING THESE APRNS AT THE END OF EACH SEMESTER TAUGHT A STIPEND OF $1,500 IN ADDITION TO WHAT THEY EARN FROM KSU. AUGUSTA UNIVERSITY (AU) PARTNERSHIP: WELLSTAR'S NEWEST ACADEMIC PARTNER (AU) IS LAUNCHING A NEW PROGRAM RN TO BSN IN FALL OF 2026 TO INCREASE THE NUMBER OF BSN PREPARED NURSES SPECIFICALLY TARGETING THOSE EMPLOYEES AT WELLSTAR MEDICAL COLLEGE OF GEORGIA. THIS PROGRAM WILL ALLOW EMPLOYEES TO BE CORPORATELY FUNDED FOR THE COST OF THE DEGREE AT AU VIA THE GUILD PROGRAM. CHATTAHOOCHEE TECHNICAL COLLEGE: WELLSTAR CENTER FOR NURSING EXCELLENCE IN ADDITION TO THE WELLSTAR FOUNDATION HAVE FULLY FUNDED ONE CLINICAL FACULTY POSITION TO TEACH AN LPN TO RN PROGRAM FOCUSING ON DEVELOPING LPNS AT WELLSTAR BEGINNING FALL OF 2026. RECRUITMENT IS UNDERWAY BY CHATTAHOOCHEE TECHNICAL COLLEGE FOR THE FACULTY. NURSING CAREER PATHWAY PROGRAM: WELLSTAR CONTINUES TO OPERATIONALIZE THE NURSING CAREER PATHWAY PROGRAM, AN INDUSTRY-DRIVEN INITIATIVE ADDRESSING THE STATEWIDE NEED FOR VARIOUS LEVELS OF NURSING PROFESSIONALS, FROM NURSING ASSISTANTS TO REGISTERED NURSES WITH A BACHELOR'S DEGREE. MEDICAL ASSISTING PATHWAY PROGRAMS: IN ADDITION TO THE MANY NURSING PATHWAY PROGRAMS, WELLSTAR ALSO SUPPORTS COMMUNITY-BASED PIPELINE PROGRAMS FOR CERTIFIED MEDICAL ASSISTANTS (CMA). WELLSTAR PARTNERS WITH KENNESAW STATE UNIVERSITY'S DEPARTMENT OF COMMUNITY AND PROFESSIONAL EDUCATION AND CHATTAHOOCHEE TECHNICAL COLLEGE TO PROVIDE FULLY FUNDED TUITION AND CLINICAL PLACEMENT OPPORTUNITIES FOR MEDICAL ASSISTING CAREER PROGRAMS. GRADUATES OF THESE PROGRAMS PROVIDE CLINICAL SUPPORT IN AMBULATORY CARE SETTINGS THROUGHOUT THE WELLSTAR HEALTH SYSTEM. WELLSTAR SCHOOL OF MEDICAL ASSISTING: IN FEBRUARY 2025, WELLSTAR OPENED AN IN-HOUSE MEDICAL ASSISTING SCHOOL OFFERING AN ACCELERATED PATHWAY TO CERTIFICATION FOR INDIVIDUALS WITH ENTRY-LEVEL HEALTHCARE EXPERIENCE. THE SCHOOL OFFERS A CURRICULUM THAT COMBINES THEORETICAL KNOWLEDGE WITH PRACTICAL EXPERIENCE, ENSURING THAT GRADUATES ARE WELL-EQUIPPED TO HANDLE THE DEMANDS OF MEDICAL ASSISTING ROLES. THE PROGRAM IS EQUIPPED TO PRODUCE 10 NEW CERTIFIED MEDICAL ASSISTANTS EVERY FOUR MONTHS WITH THE CAPABILITY TO SCALE TO 10 NEW CMAS EACH MONTH. HIGH SCHOOLS: AT WELLSTAR, WE'RE PROUD TO PARTNER WITH LOCAL HIGH SCHOOLS TO CONNECT STUDENTS PREPARING FOR HEALTHCARE CAREERS WITH CLINICAL ROTATION AND JOB PLACEMENT OPPORTUNITIES ACROSS OUR FACILITIES. THESE CRITICAL PARTNERSHIPS EQUIP STUDENTS TO SUPPORT OUR CRITICAL ROLES AND ARE PART OF OUR TALENT AND PIPELINE STRATEGY. WITH CMA & CNA PROGRAMS, THESE SCHOOLS TOGETHER WITH WELLSTAR, EQUIP LEARNERS TO GAI COMMUNITY CLINIC NETWORK (CONT.) CONGREGATIONAL HEALTH NETWORK WELLSTAR'S CONGREGATIONAL HEALTH NETWORK (CHN) SERVES AS A BRIDGE BETWEEN OUR HEALTHCARE SYSTEM AND FAITH COMMUNITIES. COORDINATED BY A FULL-TIME REGISTERED NURSE WHO SPECIALIZES IN FAITH COMMUNITY NURSING, WELLSTAR'S PROGRAM IS DESIGNED TO ASSIST CONGREGATIONS OF ALL FAITHS TO DEVELOP OR SUPPORT VOLUNTEER OR PAID HEALTH MINISTRIES. WITH MORE THAN 100 CONGREGATIONS AND 1,500 SPIRITUAL CARE PARTNERS, CHN SERVES AS A KEY TO WELLSTAR'S SUCCESSFUL IMPLEMENTATION OF EQUITY-CENTERED PROGRAMS. THROUGH THIS NETWORK, WELLSTAR CAN DIFFUSE INFORMATION, IMPLEMENT PROGRAMS AT TRUSTED NEIGHBORHOOD-BASED SITES AND STRENGTHEN THE ORGANIZATIONS TO PROVIDE WHOLE-PERSON SUPPORT. THE CHN'S "PASSPORT TO HEALTH" PROGRAM EMPOWERS PARTICIPANTS TO OWN THEIR HEALTH CARE WHILE PARTNERING WITH PRACTITIONERS AND COMMUNITY HEALTH WORKERS DURING THEIR JOURNEY OF LEARNING ABOUT HEART AND CARDIAC WELLNESS, WOMEN'S HEALTH, COLORECTAL CANCER SCREENING TOOL KITS, SIGNS OF STROKE, NUTRITIOUS EATING, EXERCISE AND ACTIVE LIVING TIPS, AND MENTAL HEALTH AWARENESS. COMMUNITY CLINIC NETWORK ACCORDING TO THE CHNA ACCESS TO CARE INDICATORS, MANY MEMBERS OF WELLSTAR'S COMMUNITY HAVE CARE ACCESS CHALLENGES IN LARGE PART DUE TO INSURANCE CONSTRAINTS AND PROVIDER ACCESS SHORTAGES. ACCORDING TO HEALTHY PEOPLE 2020, "ACCESS TO COMPREHENSIVE, QUALITY HEALTH CARE SERVICES IS IMPORTANT FOR PROMOTING AND MAINTAINING HEALTH, PREVENTING AND MANAGING DISEASE, REDUCING UNNECESSARY DISABILITY AND PREMATURE DEATH, AND ACHIEVING HEALTH EQUITY." WELLSTAR IS COMMITTED TO SERVING OUR COMMUNITY'S MOST VULNERABLE AND UNDER-RESOURCED POPULATIONS. IN 2016, WELLSTAR 4-1 CARE WAS CREATED TO INCREASE ACCESS TO CARE AND THE CAPACITY OF PARTNERING COMMUNITY CLINICS BY PROVIDING REDUCED-COST OUTPATIENT MEDICAL SERVICES. RESEARCH HAS SHOWN THAT WHEN HEALTHCARE SYSTEMS LIKE WELLSTAR PARTNER WITH COMMUNITY SAFETY-NET CLINICS, THE FOLLOWING CAN OCCUR. . REDUCTION IN EMERGENCY DEPARTMENT VISITS . REDUCTION IN AVOIDABLE READMISSIONS . INCREASE IN PATIENT SATISFACTION SCORES PREVENT ILLNESS BY PROMOTING HEALTHY BEHAVIORS IN PEOPLE WITHOUT RISK FACTORS (E.G., DIET AND EXERCISE COUNSELING) . PREVENT ILLNESS BY PROVIDING PROTECTION TO THOSE AT RISK (E.G., CHILDHOOD VACCINATIONS) . IDENTIFY AND TREAT PEOPLE WITH NO SYMPTOMS, BUT WHO HAVE RISK FACTORS, BEFORE THE CLINICAL ILLNESS DEVELOPS (E.G., SCREENING FOR HYPERTENSION OR DIABETES) THE COMMUNITY CLINIC NETWORK HAS EVOLVED TO ADVANCE WELLSTAR'S ABILITY TO SUPPORT COMMUNITY ACCESS TO CARE AND SOCIAL SUPPORT SERVICES. AS WELLSTAR'S GEOGRAPHICAL FOOTPRINT HAS EXPANDED, WELLSTAR IS ALSO COMMITTED TO FORGING NEW PARTNERSHIPS WITH COMMUNITY CLINICS (I.E., COMMUNITY SAFETY-NET CLINICS, COMMUNITY HEALTH CENTERS AND FEDERALLY QUALIFIED HEALTH CENTERS) TO MORE COLLECTIVELY ACHIEVE OPTIMAL OUTCOMES FOR MORE MEDICALLY UNDERSERVED AND UNINSURED RESIDENTS. IN ADDITION, THE COMMUNITY CLINIC NETWORK EVOLVED TO INCLUDE COMMUNITY BENEFIT SUPPORT OF WELLSTAR'S GRADUATE MEDICAL EDUCATION (GME) CLINICS. IN ALIGNMENT WITH WELLSTAR'S FINANCIAL ASSISTANCE PROGRAM (FAP), THESE COMMUNITY-BASED CLINICS PROVIDE CHARITABLE DISCOUNTED OR FREE CARE BASED ON SOCIOECONOMIC FACTORS LIKE A PATIENT'S HOUSEHOLD INCOME, INSURANCE STATUS AND/OR FAMILY SIZE. THESE CLINICS HELP SOME OF WELLSTAR'S MOST UNDER-RESOURCED AND VULNERABLE COMMUNITY MEMBERS RECEIVE MEDICAL SERVICES LIKE CHRONIC DISEASE MANAGEMENT, WELLNESS EXAMS, VACCINATIONS AND MEDICATION COUNSELING. IN PARTNERSHIP WITH PHYSICIAN LEADERSHIP, GRADUATE MEDICAL EDUCATION (GME) RESIDENTS SERVE PATIENTS AT THE SHEFFIELD AND KENNESTONE CLINICS THROUGHOUT WELLSTAR'S FOOTPRINT, INCLUDING PROXIMATE LOCATIONS TO KENNESTONE, COBB, DOUGLAS, AND SPALDING REGIONAL HOSPITALS. TO SUPPORT THESE WELLSTAR GME RESIDENT PHYSICIANS SERVING AT GME CLINICS, STRUCTURED EDUCATION HAS BEEN PROVIDED TO HELP RESIDENTS BETTER UNDERSTAND HEALTH DISPARITIES, HEALTH EQUITY AND COMMUNITY HEALTH PRIORITIES. THROUGH THE COMMUNITY CLINIC NETWORK, WELLSTAR WILL CONTINUE TO LEVERAGE THE FACT THAT COMMUNITY-BASED CLINICS ARE LONG RECOGNIZED FOR THEIR ABILITY TO EFFECTIVELY IMPROVE AND EXPAND PATIENT ACCESS TO MEDICAL, DENTAL AND MENTAL HEALTH SERVICES. COMMUNITY TRANSFORMATION PROGRAM ACCESS TO HEALTH CARE IMPACTS AN INDIVIDUAL'S ABILITY TO OBTAIN AND MAINTAIN ADEQUATE PHYSICAL, SOCIAL AND MENTAL HEALTH STATUS. WELLSTAR'S CHNA IDENTIFIED BOTH THE NEED FOR ACCESS TO HEALTH CARE AND SOCIAL SUPPORT AS LEADING HEALTH CONCERNS FOR DISPARATE AND UNDERSERVED COMMUNITIES. DURING THE COVID-19 PANDEMIC, UNDERSERVED COMMUNITIES INCREASINGLY EXPERIENCED HEALTH DISPARITIES AND GAPS IN SUPPORT; COMMUNITY-BASED ORGANIZATIONS EXPERIENCED NEED FOR RELIABLE AND SUSTAINABLE SOLUTIONS FOR OFFERING VIRTUAL CARE. WELLSTAR CENTER FOR HEALTH EQUITY'S COMMUNITY TRANSFORMATION PROGRAM PROVIDES A SCALABLE SOLUTION FOR IMPROVING ACCESS TO CARE IN PARTNERSHIP WITH TRUSTED COMMUNITY NON-PROFIT ORGANIZATIONS. EACH YEAR, WELLSTAR FUNDS A COHORT OF INITIATIVES THAT LEVERAGE TECHNOLOGY TO PRODUCE LONG-TERM, SUSTAINABLE CHANGES IN THE COMMUNITIES WE SERVE. INITIATIVES ARE EXPECTED TO BE TAILORED TO A COMMUNITY NEED AND ALIGN WITH EACH PARTNER'S MISSION. AT THE END OF 12 MONTHS, PARTNERS ARE EXPECTED TO DEMONSTRATE IMPROVEMENTS IN: . ACCESS TO HEALTH CARE SO THAT RESIDENTS RECEIVE TIMELY, HIGH-QUALITY AND CULTURALLY APPROPRIATE MEDICAL CARE WHEN THEY NEED IT; OR, . ACCESS TO SOCIAL DETERMINANTS OF HEALTH SUPPORT SERVICES SO THAT RESIDENTS RECEIVE TIMELY, HIGH-QUALITY FOOD, EMPLOYMENT, HOUSING, TRANSPORTATION, EDUCATION AND LEGAL RESOURCES TO IMPROVE DAILY LIVING WHEN THEY NEED IT. THE COMMUNITY TRANSFORMATION PROGRAM RECEIVED AN HONORABLE MENTION BY THE AMERICAN HOSPITAL ASSOCIATION FOR ITS IMPACT IN COLLABORATING WITH PARTNERS TO IMPROVE THE HEALTH OF COMMUNITIES. A 2025 EVALUATION OF THE COMMUNITY TRANSFORMATION PROGRAM INDICATED THAT INITIATIVES HAVE REACHED OVER 13,000 CLIENTS; AND, SAVED 2,250 CLIENTS AN ESTIMATED $225,000 - $1,000,000 IN EMERGENCY ROOM VISITS AVERTED. SOUL SUPPORT TO ADDRESS THE BEHAVIORAL NEEDS OF COMMUNITY MEMBERS AND MITIGATE THE ROLE OF MENTAL HEALTH STIGMA, WELLSTAR LAUNCHED AN INITIATIVE CALLED SOUL SUPPORT, WHICH INCLUDES THREE EVIDENCE-BASED PROGRAMS TO PROVIDE MENTAL HEALTH EDUCATION AND SUPPORT. THE FOLLOWING PROGRAMS ARE FACILITATED THROUGH WELLSTAR'S CONGREGATIONAL HEALTH NETWORK, WHEREBY PROGRAMS TAKE PLACE AT FAITH-BASED ORGANIZATIONS. 1. WELLSTAR PARTNERS WITH ATLANTA REGIONAL COMMISSION'S HEALTHY AGING DIVISION TO PROVIDE "POWERFUL TOOLS FOR CAREGIVERS" - A SIX-WEEK SERIES SPECIFICALLY DESIGNED TO HELP CAREGIVERS LEARN TO TAKE BETTER CARE OF THEMSELVES. POWERFUL TOOLS IS PRESENTED BY CERTIFIED LAY LEADERS. THE WORKSHOP USES AN EVIDENCE-BASED CURRICULUM THAT HAS BEEN FOUND TO HAVE SIGNIFICANT POSITIVE RESULTS FOR PARTICIPANTS. 2. QUESTION, PERSUADE AND REFER (QPR) INSTITUTE STARTED AS A JOINT EFFORT WITH A WASHINGTON STATE MENTAL HEALTH CENTER AND THEIR MISSION IS TO "SAVE LIVES AND REDUCE SUICIDAL BEHAVIORS BY PROVIDING INNOVATIVE, PRACTICAL AND PROVEN SUICIDE PREVENTION TRAINING." THE PRIMARY OBJECTIVES ARE TO TRAIN PARTICIPANTS TO UNDERSTAND THE NATURE AND RANGE OF SUICIDAL COMMUNICATIONS AND HOW TO INTERVENE ON BEHALF OF SUICIDAL AND IN-CRISIS PEOPLE, PROVIDING LOCAL MENTAL HEALTH RESOURCES AS WELL. QPR IS USED TO HELP SAVE LIVES FROM SUICIDE BY TRAINING INDIVIDUALS HOW TO RECOGNIZE THE WARNING SIGNS OF A SUICIDE CRISIS AND HOW TO "QUESTION, PERSUADE AND REFER SOMEONE TO HELP." 3. MENTAL HEALTH FIRST AID IS A PUBLIC EDUCATION PROGRAM "THAT CAN HELP COMMUNITIES UNDERSTAND MENTAL ILLNESSES, SEEK TIMELY INTERVENTION, AND SAVE LIVES." BY PROVIDING EDUCATION SURROUNDING MENTAL ILLNESS AS WELL AS RESOURCES AVAILABLE IN THEIR AREA, FAITH-BASED LEADERS WILL BE MORE KNOWLEDGEABLE IN WAYS TO SUPPORT THEIR CONGREGANTS. IT WAS DEVELOPED IN 2001 WITH THE GOAL OF PROVIDING PARTICIPANTS WITH THE TOOLS NEEDED TO START A CONVERSATION ABOUT MENTAL HEALTH AND SUBSTANCE USE PROBLEMS AS WELL AS RESOURCES AVAILABLE. WELLSTAR RECEIVED PHILANTHROPIC FUNDING TO EXPAND "SOUL SUPPORT" TO INCLUDE FREE, VIRTUAL BEHAVIORAL HEALTH CARE FOR COMMUNITY RESIDENTS UNABLE TO RECEIVE CARE TRADITIONALLY DUE TO COST, TRANSPORTATION CHALLENGES, OR LIMITED ACCESS TO BROADBAND SERVICES. FURTHER EXPANSION OF SOUL SUPPORT HAS INCLUDED THE DISTRIBUTION OF GRANTS TO CONGREGATIONS TO ESTABLISH OR EXPAND BEHAVIORAL HEALTH PROGRAMMING. COLORECTAL CANCER SCREENING SINCE PARTNERING WITH BLKHLTH FOR THE NATIONAL #GOODDOWNTHERE CAMPAIGN IN COLLABORATION WITH COTTONELLE, WELLSTAR COMMUNITY HEALTH AND CENTER FOR HEALTH EQUITY HAS CONTINUED ITS REGIONAL COLORECTAL CANCER SCREENING PROGRAM. COLORECTAL CANCER, ALSO CALLED COLON OR RECTAL CANCER, IS THE THIRD MOST COMMON CANCER IN THE UNITED STATES AND THE SECOND MOST COMMON CANCER-RELATED DEATH. WELLSTAR DISTRIBUTES COMPLIMENTARY COLORECTAL CANCER SCREENING KITS, COMPLETE WITH EDUCATION ON FINDING RESOURCES FOR SOCIAL AND FOLLOW-UP CARE, TO CONGREGATION BREAST CANCER SCREENING FOR THE PAST TEN YEARS, WELLSTAR HAS PROVIDED BREAST SCREENING AND DIAGNOSTIC SERVICES TO INDIVIDUALS WHO LACK ACCESS TO OR ARE UNABLE TO AFFORD THESE LIFE-SAVING SERVICES WITHIN WELLSTAR'S SERVICE AREAS. BY PROVIDING THESE SERVICES AT NO COST TO THOSE IN NEED, WE SEEK TO ELIMINATE EXISTING BREAST CANCER DISPARITIES AND DECREASE THE NUMBER OF LATE-STAGE BREAST CANCER DIAGNOSES BY PROVIDING ACCESS TO HEALTHCARE WITHIN THE COMMUNITIES WE SERVE. THIS PROGRAM INCREASES THE NUMBER OF REGULAR MAMMOGRAM SCREENINGS AND DIAGNOSTIC SERVICES PROVIDED, PARTICULARLY WITHIN HIGH-RISK COMMUNITIES, ENABLING WELLSTAR HEALTHCARE PROVIDERS TO DETECT BREAST CANCER AT AN EARLIER STAGE AND RESULTING IN BETTER TREATMENT OPTIONS AND IMPROVED OUTCOMES FOR OUR COMMUNITY MEMBERS. TO IDENTIFY PATIENTS WHO NEED ACCESS TO THESE SERVICES MOST, WE PARTNER WITH LOCAL HEALTH DEPARTMENTS, COMMUNITY CLINICS, A CONGREGATIONAL NURSE NETWORK AND A ROBUST LIST OF OTHER TRUSTED COMMUNITY ORGANIZATIONS. THE WELLSTAR PHYSICIAN LIAISON TEAM AND WELLSTAR CLINICAL PARTNERS TEAM ALSO WORKS WITH 3,000+ WELLSTAR MEDICAL GROUP PHYSICIANS AND PARTNER PHYSICIANS THROUGHOUT OUR SERVICE AREA TO GENERATE REFERRALS TO THE PROGRAM. PROSTATE CANCER SCREENING TO INCREASE ACCESS TO SCREENING AND EDUCATION RESOURCES IN MEDICALLY UNDERSERVED COMMUNITIES, WELLSTAR COMMUNITY HEALTH PARTNERS WITH WELLSTAR UROLOGY, WELLSTAR LABORATORY OUTREACH SERVICES, AND FAITH COMMUNITIES WITHIN THE WELLSTAR CONGREGATIONAL HEALTH NETWORK TO OFFER FREE PROSTATE CANCER SCREENINGS IN HIGH-RISK ZIP CODES. SUCCESS STORIES HAVE INCLUDED PARTICIPANTS PREVIOUSLY IN REMISSION FOR PROSTATE CANCER RECEIVING ABNORMAL PSA RESULTS, LEADING TO FURTHER TESTING AND THE RESUMPTION OF TREATMENT. MOBILE MARKET PROGRAM IN 2020, WELLSTAR LAUNCHED A MOBILE MARKET PROGRAM TO FEED MORE THAN 700 METRO ATLANTA AT-RISK FAMILIES ACROSS SIX GEORGIA COUNTIES. IN COLLABORATION WITH GOODR, THE JOINT INITIATIVE ADDRESSES FOOD ACCESS FOR VULNERABLE COMMUNITIES IN WELLSTAR'S SERVICE AREAS. THE SPRING-SUMMER MOBILE MARKET PROGRAM INCLUDED SEVEN COMMUNITY-BASED LOCATIONS THAT PROVIDED FREE, FRESH AND HEALTHY FOOD OPTIONS MONTHLY TO 100 FAMILIES IN NEED AT EACH LOCATION. THROUGH WELLSTAR FOUNDATION AND VITAL COMMUNITY FUNDING, GOODR PROVIDED FOOD AND STAFFING SUPPORT FOR THIS PROGRAM, REGISTERED PARTICIPANTS AND PROVIDED IMPACT REPORTING EACH MONTH. WELLSTAR PROVIDED PROGRAM LOGISTICAL SUPPORT, PARTICIPANT INCENTIVES AND NUTRITION EDUCATION. NEW COMMUNITY PARTNERS HELPED RECRUIT VOLUNTEERS AND SET UP FOOD DISTRIBUTION SITES IN KEY SERVICE AREAS, INCLUDING COBB, TROUP, FULTON, SPALDING, PAULDING, AND DOUGLAS COUNTIES. SINCE THEN, THE WELLSTAR MOBILE MARKET PROGRAM HAS EXPANDED TO INCLUDE: . THE ADDITION OF BUTTS COUNTY AS A PRIORITY LOCATION, . ON-SITE HEALTH EDUCATION IN ALIGNMENT WITH HEALTH AWARENESS MONTHS, AND . AVAILABILITY OF A BENEFITS SPECIALIST TO ASSIST FAMILIES WITH ENROLLMENT INTO PUBLIC FOOD PROGRAMS. SINCE INCEPTION, THE MOBILE MARKET PROGRAM HAS SERVED 18,000 REGISTRANTS THROUGHOUT THE WELLSTAR FOOTPRINT. THIRTY-NINE PERCENT (38%) OF REGISTRANTS INDICATE DELAYING OR AVOIDING MEDICAL VISITS TO AFFORD FOOD. FOOD RESCUE PROGRAM IN GEORGIA, FOOD RESIDUALS MAKE UP 12% OF LANDFILL WASTE ANNUALLY. THAT'S NEARLY 151 POUNDS OF FOOD PER GEORGIAN EVERY YEAR, A TOTAL OF 1.6 BILLION POUNDS OF TRASH ANNUALLY IN GEORGIA. THIS AMOUNT OF FOOD WASTE ALSO WASTES $1.92 BILLION EACH YEAR. IN PARTNERSHIP WITH SECOND HELPINGS ATLANTA AND GOODR, WELLSTAR LAUNCHED A FOOD RESCUE PROGRAM. THROUGH THIS PROGRAM, HIGH-QUALITY AND NUTRITIOUS FOOD FROM WELLSTAR EATERIES, INCLUDE SELECT HOSPITAL CAFETERIAS, IS PICKED UP AND REDISTRIBUTED TO NON-PROFIT ORGANIZATIONS THROUGHOUT WELLSTAR'S SERVICE AREA. BY RECAPTURING FRESH FOOD THAT MIGHT OTHERWISE BE DISCARDED, WE REDUCE FOOD WASTE WHILE GUARANTEEING ACCESS TO FRESH PRODUCE AND HEALTHY MEALS FOR EMERGENCY FOOD PROGRAMS AND INDIVIDUALS IN NEED. THE GOAL IS TO BECOME A ZERO-FOOD WASTE HEALTHCARE SYSTEM IN THE NEXT TEN YEARS. SINCE INCEPTION, WELLSTAR HAS DIVERTED OVER 40,000 POUNDS OF FOOD FROM LANDFILLS. LIVE TO THE BEAT. POWERED BY WELLSTAR. WELLSTAR SERVES AS A PARTNER OF THE LIVE TO THE BEAT CAMPAIGN, A NATIONALLY RECOGNIZED PROGRAM LED BY THE CDC FOUNDATION AND THE MILLION HEARTS INITIATIVE, AIMED TO HELP ADULTS TAKE STEPS TO PREVENT HEART DISEASE AND STROKE. OTHER STRATEGIC PARTNERS INCLUDE AMERICAN HEART ASSOCIATION, THE WELLSTAR CENTER FOR CARDIOVASCULAR CARE, AND UNITED WAY OF GREATER ATLANTA. THE LIVE TO THE BEAT PROGRAM UTILIZES A COMMUNITY HEALTH WORKER TO SERVE AS A HEALTH COACH TO EMPOWER INDIVIDUAL MEMBERS OF FAITH COMMUNITIES, IDENTIFIED THROUGH WELLSTAR'S CONGREGATIONAL HEALTH NETWORK, TO BE ADVOCATES IN THEIR OWN HEALTH JOURNEY. OVER A 12-MONTH JOURNEY, THE PROGRAM FOCUSES ON SUPPORTING THE MEMBERS THROUGH 8+ ESSENTIAL "SMALL STEPS" TO SUSTAINABLEHEART HEALTH. RESULTS FROM THE 2025 PILOT INDICATED HIGH PARTICIPANT ENGAGEMENT, OVER 80% OF PARTICIPANTS ADOPTING POSITIVE LIFESTYLE CHANGES, AND UP TO 61% OF PARTICIPANTS EXPERIENCING BLOOD PRESSURE IMPROVEMENTS. SOME PARTICIPANTS REDUCED HYPERTENSION MEDICATION USAGE. OPERATION M.I.S.T. (MONITOR | INTERVENE | SURVIVE | THRIVE) OPERATION M.I.S.T. PROMOTES MATERNAL VITALITY BY REDUCING MATERNAL MORTALITY WITH A MISSION TO MONITOR PHYSIOLOGICAL CHANGES IN CONCEIVING, PREGNANT AND POSTPARTUM BIRTH GIVERS. WELLSTAR PARTNERS WITH OPERATION M.I.S.T TO PROVIDE SUPPORT FOR 40 BIRTH GIVERS FROM SPALDING AND BUTTS COUNTIES. PARTICIPANTS WILL USE GARMIN-POWERED SMART WATCHES TO MONITOR THEIR HEALTH STATUS, COLLABORATE WITH THEIR CARE TEAM, AND PROVIDE HEALTH EDUCATION AND PROMOTION. AS A WRAPAROUND SERVICE, WELLSTAR COMMUNITY HEALTH SUPPORT THIS PARTNERSHIP BY PROVIDING AN ASSESSMENT OF SOCIAL DETERMINANTS OF HEALTH (SDOH) AND RESOURCE REFERRAL CONNECTION FOR EACH OF THE PARTICIPANTS. THE PARTNERSHIP HAS SUPPORTED DISTRIBUTION OF OVER 4,800 CARE PACKAGES THROUGHOUT GEORGIA. PILOT RESULTS INDICATE OVER 269 TOTAL INTERVENTIONS CONDUCTED AND 46 CLOSED-LOOP REFERRALS TO ADDRESS PARTICIPANT SOCIAL DETERMINANTS OF HEALTH (SDOH) NEEDS. PERINATAL KIT PROGRAM WITH HEALTHY MOTHERS, HEALTHY BABIES TO ADDRESS THE MATERNAL HEALTH CRISIS THROUGH AN EQUITY LENS, WELLSTAR COMMUNITY HEALTH AND WELLSTAR CENTER FOR HEALTH EQUITY HAS PARTNERED WITH HEALTHY MOTHERS, HEALTHY BABIES COALITION OF GEORGIA (HMHBGA). HMHBGA HAS IMPACTED THE HEALTH AND WELLBEING OF WOMEN, CHILDREN, AND FAMILIES FOR THE PAST 40 YEARS BY SUPPORTING THE COMMUNITY THROUGH DIRECT SERVICES, ADVOCACY, AND COMMUNITY EDUCATION. WELLSTAR'S PARTNERSHIP TO HELP EXPAND THE ORGANIZATION'S PERINATAL CARE PACKAGE PROJECT (PCP) PROVIDES SUPPORT TO PREGNANT AND POSTPARTUM BIRTH GIVERS AND ENCOURAGES POSITIVE MATERNAL HEALTH AND WELLNESS BY PROVIDING VITAL RESOURCES AND EDUCATION. THE PARTNERSHIP REACHES 150 BIRTH GIVERS PER MONTH WHO RESIDE IN GEORGIA'S MOST VULNERABLE COMMUNITIES. SINCE PARTNERSHIP INCEPTION, WELLSTAR HAS: . SUPPORTED EXPANDING THE MONTHLY REACH FROM 150 TO 200 BIRTH GIVERS; AND . PROVIDED EDUCATION ON COVID-19 AND MENTAL HEALTH RESOURCES IN THE COMMUNITY. THE PARTNERSHIP HAS SUPPORTED DISTRIBUTION OF OVER 5,700 CARE PACKAGES THROUGHOUT GEORGIA. WELLSTAR PARTNERS WITH CLARK ATLANTA UNIVERSITY FOR TRAINING AND DEPLOYMENT THE SOCIAL WORK STUDENT ROTATION PROGRAM IS SUPPORTED THROUGH COLLABORATION WITH CLARK ATLANTA UNIVERSITY'S WHITNEY M. YOUNG JR. SCHOOL OF SOCIAL WORK. MASTER'S LEVEL SOCIAL WORK STUDENTS SPEND AN ACADEMIC YEAR INTERNING WITH WELLSTAR COMMUNITY HEALTH, SUPPORTING INITIATIVES OF THE DEPARTMENT AS WELL AS PATIENTS OF WELLSTAR GME INTERNAL MEDICINE. THE ROTATION WILL ENSURE STUDENT UNDERSTANDING OF THE INFLUENCE OF SOCIAL DETERMINANTS OF HEALTH WITH HEALTH OUTCOMES. PATIENTS AND COMMUNITY MEMBERS WILL BENEFIT FROM IMPROVED ACCESS TO SOCIAL SUPPORT SERVICES TO IMPROVE THEIR HEALTH. PERSONS WHO RECEIVE SUPPORT FROM THE SOCIAL WORK STUDENT INTERN REPORT IMPROVED OVERALL WELL-BEING. COMMITMENT TO THE COMMUNITY THE SYSTEM ALSO PARTICIPATES IN CERTAIN GOVERNMENTAL INSURANCE PROGRAMS, INCLUDING MEDICARE AND MEDICAID. UNDER THESE PROGRAMS, THE SYSTEM PROVIDES CARE TO PATIENTS AT PAYMENT RATES WHICH ARE DETERMINED BY THE FEDERAL AND STATE GOVERNMENTS, REGARDLESS OF THE SYSTEM'S ACTUAL CHARGES. IN MOST CASES, THESE PROGRAMS PAY THE SYSTEM AT AMOUNTS WHICH ARE LESS THAN ITS COST OF PROVIDING SERVICES. THE FOLLOWING IS THE COST TO PROVIDE CARE TO THOSE PATIENTS QUALIFYING FOR COMMUNITY FINANCIAL AID ALONG WITH THE UNREIMBURSED COST OF PROVIDING CARE TO MEDICARE AND MEDICAID BENEFICIARIES AND OTHER PATIENTS. THESE COSTS ARE DETERMINED USING A COST-TO-CHARGE RATIO. COST OF PROVIDING CHARITY CARE- $211,698 UNREIMBURSED COST OF PROVIDING CARE TO MEDICAID BENEFICIARIES- $29,397 UNREIMBURSED COST OF PROVIDING CARE TO MEDICARE BENEFICIARIES- $645,922 UNREIMBURSED COST OF PROVIDING CARE TO OTHER PATIENTS- $281,259 COST OF OTHER COMMUNITY PROGRAMS- $36,575 TOTAL UNCOMPENSATED CARE AND COMMUNITY PROGRAMS- $1,204,851 COMMUNITY INVESTMENTS- FUNDS BACK INTO INFRASTRUCTURE- $489,840 COMMUNITY INVESTMENTS- ALLIED HEALTH/MEDICAL EDUCATION- $24,953 COMMUNITY INVESTMENTS- OPERATIONS- STAFF/SOFTWARE- $2,444 TOTAL COMMUNITY INVESTMENTS- $514,793 WELLSTAR CONTINUES TO PARTICIPATE IN THE CENTER FOR MEDICARE AND MEDICAID SERVICES (CMS) MEDICARE SAVINGS PROGRAM AS AN ACCOUNTABLE CARE ORGANIZATION (ACO). WELLSTAR'S ACO IS ONE OF THE LARGEST ACOS IN GEORGIA AND IT HAS 5,671 PHYSICIANS INCLUDING 49,062 MEMBERS. THE ACO HAS BEEN RECOGNIZED AS ONE OF THE TOP 100 ACO'S IN THE COUNTRY. THE PROGRAM HAS BEEN SUCCESSFUL THROUGH A FOCUS ON WELLNESS AND THE IMPROVED MANAGEMENT OF CHRONIC ILLNESSES AND THE RELATED COORDINATION OF CARE, TO ENSURE PATIENTS, ESPECIALLY CHRONICALLY ILL, GET THE RIGHT CARE AT THE RIGHT TIME TO MAINTAIN THEIR OPTIMAL HEALTH AND AVOID THE NEED FOR HIGH-COST EMERGENCY AND HOSPITAL CARE. WELLSTAR AWARDS RECEIVED FY25 . THE TRAUMA SURGERY UNIT AT WELLSTAR KENNESTONE REGIONAL MEDICAL CENTER RECEIVED THE PRESTIGIOUS ACADEMY OF MEDICAL-SURGICAL NURSES (AMSN) PRISM AWARD, AN HONOR THAT RECOGNIZES EXCEPTIONAL NURSING PRACTICE, LEADERSHIP AND OUTCOMES IN HOSPITAL MEDICAL-SURGICAL UNITS. THE AWARD, WHICH STANDS FOR "PREMIER RECOGNITION IN THE SPECIALTY OF MED-SURG," IS THE FIRST OF ITS KIND, HONORING MED-SURG NURSING UNITS IN THE UNITED STATES AND INTERNATIONALLY. IT IS CO-SPONSORED BY THE AMSN AND MEDICAL-SURGICAL NURSING CERTIFICATION BOARD. THE AWARD IS GIVEN TO OUTSTANDING ACUTE CARE/MED-SURG UNITS OR ADULT/PEDIATRIC UNITS CLASSIFIED AS MED-SURG. . WELLSTAR KENNESTONE AND WELLSTAR WEST GEORGIA MEDICAL CENTERS RECEIVED THE GEORGIA OGLETHORPE AWARD FROM THE STERLING COUNCIL. THE STERLING COUNCIL IS A PUBLIC/PRIVATE NOT-FOR-PROFIT CORPORATION SUPPORTED BY THE EXECUTIVE OFFICE OF THE GOVERNOR. THE COUNCIL OVERSEES THE GOVERNOR'S STERLING AWARD FOR PERFORMANCE EXCELLENCE AND THE GEORGIA OGLETHORPE AWARD, WHICH IS BASED ON THE NATIONAL MALCOLM BALDRIGE AWARD, WITH AWARDS BEING PRESENTED ANNUALLY TO HIGH-PERFORMING, ROLE-MODEL ORGANIZATIONS, BOTH PRIVATE AND PUBLIC, THAT DEMONSTRATE SUPERIOR MANAGEMENT APPROACHES AND ROLE-MODEL RESULTS. . WELLSTAR WEST GEORGIA MEDICAL CENTER AND SYLVAN GROVE MEDICAL CENTER RECEIVED THE SUSTAINED EXCELLENCE AWARD FROM THE FLORIDA STERLING COUNCIL. THE GOVERNOR'S STERLING SUSTAINED EXCELLENCE AWARD IS DESIGNED TO ENABLE STERLING AWARD RECIPIENTS TO RETAIN THEIR ROLE MODEL STATUS. THIS HIGH-LEVEL ASSESSMENT PROCESS EXAMINES HOW WELL AN ORGANIZATION HAS STRENGTHENED, IMPROVED AND INNOVATED WINNING SYSTEMS TO ENSURE LONG-TERM SUCCESS AND SUSTAINABILITY IN A COMPETITIVE ENVIRONMENT. HIGHLY TRAINED EXAMINERS REVIEW AND EVALUATE THE APPLICATION AND CLARIFY AND VERIFY THE ORGANIZATION'S RESPONSES THROUGH INTERVIEWS WITH LEADERS AND PERFORMANCE EXCELLENCE PROFESSIONALS. . THE ATLANTA BUSINESS CHRONICLE NAMED WELLSTAR HEALTH SYSTEM AS ONE OF THE HEALTHIEST EMPLOYERS IN THE EXTRA-LARGE COMPANY CATEGORY, RECOGNIZING INNOVATIVE ORGANIZATIONS THAT HAVE CREATED ROBUST AND HEALTHY WORKPLACE PROGRAMS. THE ATLANTA BUSINESS CHRONICLE'S HEALTHIEST EMPLOYER AWARD IS BASED ON THE ANALYSIS OF OVER 60 SCORED QUESTIONS WITH MORE THAN 600 DATA POINTS FOR SCORING AND BENCHMARKING. . WELLSTAR HEALTH SYSTEM, ONE OF GEORGIA'S LARGEST AND MOST INTEGRATED HEALTH SYSTEMS, WAS RANKED IN THE TOP 10 BEST WORKPLACES IN HEALTH CARE BY FORTUNE IN THE LARGE COMPANY CATEGORY. TO DETERMINE THE BEST WORKPLACES IN HEALTH CARE LIST, GREAT PLACE TO WORK ANALYZED THE SURVEY RESPONSES OF OVER 161,000 EMPLOYEES FROM GREAT PLACE TO WORK-CERTIFIED COMPANIES IN THE HEALTHCARE INDUSTRY. . DIVERSITYINC INCLUDED WELLSTAR AMONG 20 ORGANIZATIONS ON ITS 2024 LIST OF TOP HOSPITALS AND HEALTH SYSTEMS FOR DIVERSITY. THE TOP HOSPITALS AND HEALTH SYSTEMS SPECIALTY LIST IS INCLUDED IN DIVERSITYINC'S ANNUAL TOP 50 COMPANIES FOR DIVERSITY RANKING, WHICH RECOGNIZES COMPANIES THAT HIRE, RETAIN AND PROMOTE WOMEN, MINORITIES, PEOPLE WITH DISABILITIES, LGBTQ+ INDIVIDUALS AND VETERANS. DIVERSITY IS SCORED ON SIX KEY AREAS: LEADERSHIP ACCOUNTABILITY, HUMAN CAPITAL DIVERSITY METRICS, TALENT PROGRAMS, WORKFORCE PRACTICES, SUPPLIER DIVERSITY AND PHILANTHROPY. . BECKER'S HOSPITAL REVIEW HAS NAMED WELLSTAR HEALTH SYSTEM AS ONE OF ITS SPINE AND NEUROSURGERY PROGRAMS TO WATCH. THIS LIST OF 53 HEALTH SYSTEMS AND HOSPITALS NATIONWIDE RECOGNIZES THOSE DEDICATED TO EXPANDING NEUROSURGICAL CARE AND PROVIDING WORLD-CLASS NEURO TREATMENTS. THOSE ON THE LIST HAVE EARNED NATIONAL RECOGNITION FOR HAVING TOP SPINE AND NEUROSURGERY PROGRAMS. . WELLSTAR HEALTH SYSTEM WAS NAMED BY FORTUNE AS ONE OF AMERICA'S MOST INNOVATIVE COMPANIES FOR 2024, WHICH HONORS 300 COMPANIES TRANSFORMING INDUSTRIES FROM THE INSIDE OUT. NEARLY EVERY COMPANY ON THIS LIST POSTED REVENUE GROWTH IN THE LAST THREE YEARS. FORTUNE PARTNERED WITH MARKET RESEARCH AND DATA COMPANY STATISTA TO COMPILE AMERICA'S MOST INNOVATIVE COMPANIES. THE LIST IS BUILT ON THREE PILLARS: PRODUCT INNOVATION, PROCESS INNOVATION AND INNOVATION CULTURE. . ALL EIGHT OF WELLSTAR'S INPATIENT STROKE PROGRAMS HAVE ACHIEVED AN AMERICAN HEART ASSOCIATION/AMERICAN STROKE ASSOCIATION GET WITH THE GUIDELINES - QUALITY ACHIEVEMENT AWARD. THE AWARDS RECOGNIZE HOSPITALS THAT DEMONSTRATE COMPLIANCE IN EACH OF THE SEVEN GET WITH THE GUIDELINES- STROKE ACHIEVEMENT MEASURES. FORM 990, PART IV, LINE 12B AUDITED FINANCIAL STATEMENTS WELLSTAR HEALTH SYSTEM, INC WELLSTAR HEALTH SYSTEM, INC., AND ITS CONTROLLED AFFILIATES ARE AUDITED ON AN ANNUAL BASIS BY AN OUTSIDE AUDITING FIRM, KPMG, AND AS PART OF THAT AUDIT A CONSOLIDATED FINANCIAL STATEMENT IS ISSUED. THE INDEPENDENT AUDITORS REPORT INCLUDES THE ACCOUNTS OF WELLSTAR AND ITS CONTROLLED AFFILIATES INCLUDING AU MEDICAL CENTER, INC., AU MEDICAL ASSOCIATES, INC., COBB HOSPITAL, INC., DOUGLAS HOSPITAL INC., KENNESTONE HOSPITAL, INC., PAULDING MEDICAL CENTER, INC., WELLSTAR ATLANTA MEDICAL CENTER, INC., WELLSTAR MCG HEALTH, INC., WELLSTAR NORTH FULTON HOSPITAL, INC., WELLSTAR SPALDING REGIONAL MEDICAL CENTER, INC., WELLSTAR SYLVAN GROVE HOSPITAL, INC., WELLSTAR MCG WARM SPRINGS, INC., WELLSTAR WEST GEORGIA MEDICAL CENTER, INC., WINDY HILL HOSPITAL, WELLSTAR MEDICAL GROUP, LLC AND VARIOUS OTHER OWNED ENTITIES AS LISTED IN SCHEDULE R. ALL SIGNIFICANT INTERCOMPANY ACCOUNTS AND TRANSACTIONS HAVE BEEN ELIMINATED IN COMBINATION. FORM 990, PART IV, LINE 24A TAX EXEMPT BOND REPORTING FOR PURPOSES OF THE FORM 990 REPORTING, WELLSTAR HEALTH SYSTEM, INC. (EIN 58-1649541) WILL LIST ALL TAX-EXEMPT BONDS ISSUED SINCE JANUARY 1, 2003, ON SCHEDULE K AS IT TYPICALLY ALLOCATES THE PROCEEDS OF THE BONDS TO MEMBERS OF THE OBLIGATED GROUP (INCLUDING THE HOSPITALS AND MEDICAL GROUP). WELLSTAR ATLANTA MEDICAL CENTER, INC. REPORTS ITS SPECIFIC SHARE OF THE TAX-EXEMPT BOND LIABILITY ALLOCATION ON FORM 990, PART X, LINE 25 OTHER LIABILITIES DUE TO WHS, INC. FORM 990, PART VI, SECTION A, LINE 7B POWERS OF THE BOARD AS PER THE ARTICLES OF INCORPORATION, THE SOLE MEMBER OF THE ORGANIZATION IS WELLSTAR HEALTH SYSTEM, INC., A GEORGIA NONPROFIT CORPORATION. AS A SOLE MEMBER, WELLSTAR HEALTH SYSTEM, INC. HOLDS CERTAIN POWERS OF ELECTION AND APPROVAL IN CONNECTION WITH THE GOVERNING BODY OF THE ORGANIZATION. THESE POWERS ARE PRESENTED IN DETAIL IN THE GOVERNING DOCUMENTS WHICH THE COMPANY MAKES AVAILABLE TO THE PUBLIC UPON REQUEST. FORM 990, PART VI, SECTION B, LINE 11B BOARD REVIEW OF FORM 990 INTERNAL STAFF PREPARES THE ORGANIZATION'S FORM 990. BEFORE FILING THE RETURN WITH THE INTERNAL REVENUE SERVICE AN EXTERNAL ACCOUNTING FIRM, PWC US TAX LLP, REVIEWS AND SIGN-OFFS ON THE COMPLETED RETURN OF EACH ORGANIZATION. FINAL COPIES OF THE 990 IS PROVIDED TO EACH BOARD MEMBER THROUGH THE BOARD PORTAL ALONG WITH A SUMMARY MEMO OF THE CURRENT YEAR PREPARTION PROCESS HIGHLIGHTING ANY KEY ASPECTS OF THE 990. THE ORGANIZATION'S CFO OR DESIGNEE SIGNS THE RETURN FOR EITHER MANUAL OR ELECTRONIC FILING BY THE APPROPRIATE DUE DATE. FORM 990, PART VI, SECTION B, LINE 12C CONFLICT OF INTEREST POLICY OUR CONFLICT-OF-INTEREST POLICY REQUIRES ALL COVERED PERSONS TO ANNUALLY REVIEW THE POLICY AND THEN COMPLETE, SIGN AND RETURN THE CONFLICTS OF INTEREST SURVEY AND ATTESTATION TO THE COMPLIANCE OFFICE. THE POLICY REQUIRES AN ON-GOING DISCLOSURE OBLIGATION IN THE EVENT A CONFLICT ARISES DURING THE YEAR. THE FOLLOWING IS OUR PROCESS TO REGULARLY AND CONSISTENTLY MONITOR AND ENFORCE THE POLICY: COMPLIANCE IDENTIFIES ALL COVERED PERSONS WHO MUST COMPLETE THE SURVEY AND ATTESTATION. COMPLIANCE VERIFIES THAT THE SURVEY AND ATTESTATION IS DISTRIBUTED TO THESE PERSONS. COMPLIANCE VERIFIES THAT THESE PERSONS RETURN A FULLY COMPLETED AND SIGNED SURVEY AND ATTESTATION. COMPLIANCE REVIEWS EACH COMPLETED AND SIGNED SURVEY AND ATTESTATION TO IDENTIFY ALL CONFLICTS LISTED IN THE DOCUMENT. ALL CONFLICTS, POTENTIAL CONFLICTS AND INCIDENCES OF NON-COMPLIANCE ARE REFERRED TO THE CHIEF COMPLIANCE OFFICER. THE CCO TAKES APPROPRIATE ACTION TO COMPLETELY RESOLVE ALL IDENTIFIED CONFLICTS AND INCIDENCES OF NON-COMPLIANCE. FORM 990, PART VI, SECTION B, LINES 15A & 15B COMPENSATION OF OFFICERS OUR BOARD OF TRUSTEES DESIGNATES A COMPENSATION COMMITTEE MADE UP OF OUTSIDE BOARD MEMBERS TO ESTABLISH THE EXECUTIVE COMPENSATION PHILOSOPHY OF THE SYSTEM, AND TO REVIEW AND SET THE COMPENSATION ANNUALLY FOR THE CHIEF EXECUTIVE OFFICER AND THE SALARY PARAMETERS FOR ALL OTHER OFFICERS OF THE COMPANY. THE COMMITTEE UTILIZES THE OUTSIDE CONSULTING FIRM OF SULLIVAN COTTER AND ASSOCIATES, INC. TO PROVIDE EXPERT INFORMATION REGARDING INDUSTRY-WIDE COMPENSATION NORMS. THE COMPANY PHILOSOPHY IS TO MATCH THE MARKET ON BASE PAY IDENTIFYING THE MEDIAN. TOTAL CASH COMPENSATION IS GENERALLY GEARED TO COMPENSATION DETERMINED BY OUR CONSULTANTS TO BE AT THE 75TH PERCENTILE OF ITS PEERS. FORM 990, PART VI, SECTION C, LINE 19 DOCUMENTS MADE AVAILABLE TO THE PUBLIC THE ORGANIZATION AND ITS AFFILIATES ARE SUBJECT TO THE OPEN RECORDS LAW IN THE STATE OF GEORGIA. THEREFORE, BY LAW, CITIZENS ARE PERMITTED TO INSPECT AND COPY ITS GOVERNING DOCUMENTS, POLICIES AND FINANCIAL STATEMENTS AS MAY BE REQUESTED FROM TIME TO TIME. ADDITIONALLY, THE ORGANIZATION'S FORM 990 IS MADE READILY AVAILABLE ON THE GUIDESTAR WEBSITE. PERIODICALLY, THE ORGANIZATION PUBLISHES A COMMUNITY BENEFIT REPORT ONCE A YEAR FOR DISTRIBUTION TO THE PUBLIC. IN ACCORDANCE WITH O.C.G.A SECTION 31-7-22 AND THE GEORGIA DEPARTMENT OF COMMUNITY HEALTH'S RULES AND REGULATIONS FOR HOSPITAL TRANSPARENCY CHAPTER 111-8-41 THE APPLICABLE DOCUMENTS ARE POSTED ON THE WELLSTAR.ORG WEBSITE IN THE WELLSTAR HOSPITAL TRANSPARENT INFORMATION SECTION. UNDER ITS CONTINUING DISCLOSURE AGREEMENTS FOR PUBLIC BONDS, OUTSTANDING FINANCIAL AND STATISTICAL INFORMATION IS POSTED AND REPORTED ON EMMA.MSRB.ORG ON A QUARTERLY AND ANNUAL BASIS. FORM 990, PART VII OFFICERS HOURS WORKED THE OFFICERS DEVOTE THEIR TIME TO ALL OF THE ORGANIZATIONS WITHIN WELLSTAR HEALTH SYSTEM THAT ARE LISTED IN SCHEDULE R, PART II. AS SUCH, THE TOTAL HOURS WORKED BY THE OFFICERS ACROSS ALL ORGANIZATIONS EXCEEDS 40 HOURS A WEEK. FORM 990, PART VII & FORM 990, SCHEDULE J COMPENSATION ALL COMPENSATION AMOUNTS REPORTED ON FORM 990, PART VII; PART IX, LINES 5-7; AND SCHEDULE J REPRESENT COMPENSATION PROVIDED TO INDIVIDUALS THAT PROVIDE SERVICES TO THE ORGANIZATION. LIKEWISE, THE NUMBER OF EMPLOYEES REPORTED ON PART V, LINE 2A REPRESENTS THE NUMBER OF INDIVIDUALS PROVIDING SERVICES TO THE ORGANIZATION. ALL FEDERAL EMPLOYMENT TAX RESPONSIBILITIES FOR THESE INDIVIDUALS (INCLUDING FEDERAL EMPLOYMENT TAX REPORTING RESPONSIBILITIES) ARE HANDLED BY WELLSTAR HEALTH SYSTEM, INC. (EIN 58-1649541). FORM 990, PART XI, LINE 9 OTHER CHANGES IN NET ASSETS FOR THE REPORTING PERIOD WELLSTAR. HAD A CHANGE IN NET ASSETS OF $2,543,584 RELATED TO TRANSFERS TO AFFILIATES AS PART OF THE ALLOCATION OF INCOME STATEMENT AND BALANCE SHEET TRANSACTIONS OVER THE YEAR. 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