2026-05-15T09:54:21+00:00 2025-06-30 135565207 KPMG LLP 303 Peachtree St NE Suite 2000 Atlanta GA 30308 990 2024-07-01 352228583 Piedmont Mountainside Hospital Inc PIED 7066922441 1266 highway 515 south JASPER GA 30143 MS DENISE RAY CEO 2026-05-15 true true AMANDA M COON P01754645 4042223000 2026-05-15 2024 2025-03-06 01:10:19Z MS DENISE RAY 1266 highway 515 south JASPER GA 30143 168120130 false X HTTPS://WWW.PIEDMONT.ORG/LOCATIONS/PIEDMONT-MOUNTAINSIDE X 2004 GA TO PROVIDE COMPASSIONATE AND SUSTAINABLE HEALTHCARE IN A PROGRESSIVE ENVIRONMENT. 7 4 730 155 0 2222718 37607 153312161 167439965 -99260 31310 509926 611248 155945545 168120130 109004 71296 0 54971389 64908909 0 0 68279259 67832345 123359652 132812550 32585893 35307580 85004418 125296728 31931690 50241835 53072728 75054893 TO PROVIDE HEALTHCARE MARKED BY COMPASSION AND SUSTAINABLE EXCELLENCE IN A PROGRESSIVE ENVIRONMENT, GUIDED BY PHYSICIANS, DELIVERED BY PROFESSIONALS, AND INSPIRED BY THE COMMUNITIES WE SERVE. false false 121266873 71296 167447654 PIEDMONT MOUNTAINSIDE HOSPITAL ("PMH") IS A 62-BED FACILITY LOCATED IN THE CITY OF JASPER IN PICKENS COUNTY, GEORGIA. OVER 200 PRIMARY CARE AND SPECIALTY PHYSICIANS ON THE MEDICAL STAFF MEET THE PROFESSIONAL CLINICAL NEEDS OF CHILDREN, ADULTS, AND SENIORS WITHIN THE COMMUNITY, REGARDLESS OF ANY INDIVIDUAL'S ABILITY TO PAY FOR SERVICES. FOR THE YEAR ENDED JUNE 30, 2025, THE HOSPITAL HAD 4,836 IN-PATIENT ADMISSIONS WITH A TOTAL OF 19,195 DAYS OF IN-PATIENT HOSPITALIZATION. ER VISITS TOTALED 34,969 AND OUTPATIENT VISITS TOTALED 64,592. SURGICAL SERVICES WERE PROVIDED TO 2,956 PATIENTS. 121266873 true false false false false false false false false false true false false false true true false true false false false false false false false false true true true false true false false false false false false false false false false false false false false false true false false false false true X 0 0 730 true false false false false false false false false false false false false X 7 4 false false false false true true true true true false false false false true true true true true true true false false GA X MARIE GAFFNEY 4702716007 271 17TH STREET SUITE 2500 ATLANTA GA 30363 MS DENISE RAY CEO/BOARD MEMBER/CHAIR 54.0 1.0 X X 955108 0 41261 DR JOHN SCHNARS BOARD MEMBER 1.0 39.0 X 0 807658 37723 DR LEIGH HAMBY BOARD MEMBER 1.0 54.0 X 0 1421512 41280 MR GREGORY HURST BOARD MEMBER 1.0 0 X 0 0 0 MR JASON SMITH BOARD MEMBER 1.0 0 X 0 0 0 MR PAUL NEALEY BOARD MEMBER 1.0 0 X 0 0 0 MR RICHARD HUBBARD III BOARD MEMBER 1.0 0 X 0 0 0 MR THOMAS ARNOLD TREASURER/CFO PHC 1.0 54.0 X 0 1471876 46787 MS ELIZABETH LEDDY SECRETARY/CLO PHC 1.0 54.0 X 0 1334961 44325 MS LINDSAY GARD CFO 25.0 30.0 X 122372 140866 43596 MS LINDSAY REHN CFO 30.0 25.0 X 118501 156730 24317 DR MOIZ MASTER PHYSICIAN 38.0 2.0 X 576771 0 44345 MR JUSTIN LEAL SR. 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OPERATIONS 40.0 0 X 369239 0 30467 MR WILLIAM MATTHEWS STAFF NURSE 40.0 0 X 191690 0 18137 MS MICHELLE BREITFELDER CNO 40.0 0 X 310261 0 31329 MS PATRICIA HOPKINS DIRECTOR - PHARMACY 40.0 0 X 231164 0 36064 2875106 5333603 439631 82 false true false 0 37607 37607 PATIENT SERVICE REVENUE 621110 166874837 166874837 0 0 OTHER OPERATING REVENUE 900099 565128 565128 0 0 0 0 0 0 167439965 0 0 0 31310 0 0 0 31310 31310 0 0 31310 CAFETERIA SALES 722310 433128 0 0 433128 GIFT SHOP 900099 170431 0 0 170431 FEE REVENUE 900099 7689 7689 0 0 0 0 0 0 611248 168120130 167447654 0 634869 71296 71296 1215425 1067508 147917 0 49955155 43875613 6079542 0 10539124 9256513 1282611 0 3199205 2809862 389343 0 26715 25914 801 0 9744851 9744851 0 0 292603 292603 0 0 7718700 7615593 103107 0 1665972 1616003 49969 0 3255315 2750673 504642 0 53449 39408 14041 0 1176535 1140245 36290 0 727487 0 727487 0 4904372 4757241 147131 0 1338036 1297895 40141 0 DRUGS AND MEDICAL SUPPLIES 19245076 19245076 0 0 ALL OTHER EXPENSES 14294382 12271727 2022655 0 HOSPITAL TAX 1706699 1706699 0 0 BAD DEBT EXPENSE 1682153 1682153 0 0 0 0 0 0 132812550 121266873 11545677 0 41026 29332 18573919 18855393 0 0 0 0 2060044 2257110 473434 593663 152920042 66539295 46675512 86380747 0 0 17180483 17180483 0 0 85004418 125296728 12478499 10146771 0 0 19453191 40095064 31931690 50241835 X 53041916 75005283 30812 49610 53072728 75054893 85004418 125296728 X 35307580 -13325415 X false true true false X 0 1897200 1897200 0 53552889 24511186 29041703 0 2536751 2527562 9189 0 52139202 35845334 16293868 0 42794000 3655213 39138787 86380747 Federal Income Taxes Medicare Liabilities 7233071 Other Liabilities 32861993 40095064 X 0 0 0 0 0 0 0 0 0 0 0 0 Schedule D, Part X, Line 2 FIN 48 (ASC 740) footnote PHC ACCOUNTS FOR INCOME TAXES UNDER THE PROVISIONS OF ASC 740, INCOME TAXES (ASC 740). UNDER THE REQUIREMENTS OF ASC 740, TAX-EXEMPT ORGANIZATIONS MAY BE REQUIRED TO RECORD AN OBLIGATION AS THE RESULT OF A TAX POSITION THEY HAVE HISTORICALLY TAKEN ON VARIOUS UNCERTAIN TAX EXPOSURE ITEMS. THERE WERE NO MATERIAL UNCERTAIN TAX POSITIONS AT JUNE 30, 2025 AND 2024. true true X true X 300 true X 7812012 0 7812012 0.05957 3682214 2929256 752958 0.00574 1706494 912808 793686 0.00605 0 0 13200720 3842064 9358656 0.07137 33154 0 33154 0.00025 623296 0 623296 0.00475 0 0 0 0.0 0 0 0 0.0 5800 0 5800 0.00004 0 0 662250 0 662250 0.00505 0 0 13862970 3842064 10020906 0.07642 0 0 0 0.0 33801 0 33801 0.00026 71230 0 71230 0.00054 0 0 0 0.0 1992 0 1992 0.00002 0 0 0 0.0 0 0 0 0.0 24994 0 24994 0.00019 0 0 0 0.0 0 0 132017 0 132017 0.00101 true 230975 29804997 30082405 -277408 X true true 1 1 PIEDMONT MOUNTAINSIDE HOSPITAL 1266 HIGHWAY 515 SOUTH JASPER GA 30145 HTTPS://WWW.PIEDMONT.ORG/ 056-550 X X X PIEDMONT MOUNTAINSIDE HOSPITAL 1 false false true X X X X X X X X 24 true false false true X https://www.piedmont.org/about-piedmont/community-benefit/community-health-needs-assessments X X true 25 true THE BOARD OF DIRECTORS FOR PIEDMONT MOUNTAINSIDE HOSPITAL APPROVED ITS IMPLEMENTATION STRATEGY FOR T false true X 300.0 300.0 X X true true X X X X true X https://www.piedmont.org/patients-and-visitors/billing-and-financial-resources#financialassistance X https://www.piedmont.org/patients-and-visitors/billing-and-financial-resources#financialassistance X https://www.piedmont.org/patients-and-visitors/billing-and-financial-resources#financialassistance X X X X X X true X false X X X X true X false false Schedule H, Part V, Section B, Line 5 Facility , 1 Facility , 1 - PIEDMONT MOUNTAINSIDE HOSPITAL, INC.. As part of our process, we conducted two community-based surveys: one targeting community leaders and another for patients and community members. Through both, local stakeholders were asked their thoughts on unmet community health needs and the hospital's role in addressing them. These stakeholders included local leaders, nonprofit representatives, elected officials, and those with unique knowledge of the challenges facing vulnerable populations. We also conducted direct interviews with 32 state and regional stakeholders and policymakers, each representing a specific group that is often adversely affected by health equity issues. These included local and regional public health entities, minority populations, faith-based communities, directors of both food banks and homeless shelters, elected officials, charitable clinic directors, and others representing our most vulnerable patients. Piedmont Healthcare leadership and leadership and boards from all 19 hospitals were actively informed and engaged throughout this process. Piedmont Healthcare's Chief Public Policy Officer served as executive sponsor of the CHNA. Schedule H, Part V, Section B, Line 7 Facility , 1 Facility , 1 - PIEDMONT MOUNTAINSIDE HOSPITAL, INC.. IN ADDITION TO MAKING ITS CHNA REPORTS AVAILABLE ON ITS WEBSITE AND BY REQUEST, PIEDMONT MOUNTAINSIDE HOSPITAL SENT COPIES TO EACH PARTICIPANT IN THE CHNA PROCESS, DISTRIBUTED THE ASSESSMENTS TO COMMUNITY CENTERS AND OTHER LOCATIONS THAT PRIMARILY SERVE AN UNINSURED POPULATION, SENT COPIES TO LEGISLATIVE AND ELECTED OFFICIALS, AND WIDELY DISTRIBUTED THE ASSESSMENTS TO OTHER PIEDMONT HEALTHCARE HOSPITALS. Schedule H, Part V, Section B, Line 11 Facility , 1 Facility , 1 - PIEDMONT MOUNTAINSIDE HOSPITAL, INC.. Piedmont Mountainside conducted its fifth CHNA in FY25 by assessing publicly-available data, interviewing community members and stakeholders, and collaborating with hospital leadership and the board of directors. Through this process, Piedmont Mountainside Hospital determined and prioritized the community health needs it would address based on the number of persons affected, the seriousness of the issue, whether the health need affected vulnerable populations, and the availability of community and hospital and community resources necessary to address the issue. All priorities are viewed through the lens of health disparities, with particular attention paid to improving outcomes for those most vulnerable due to income and race. Based on the CHNA, Piedmont Mountainside identified its top health priorities: (1) Increase access to appropriate and affordable care, (2) Promote healthy behaviors to reduce preventable conditions and diseases, and (3) Reduce the impact of poor mental health. 0 Schedule H, Part I, Line 7f PERCENT OF TOTAL EXPENSE THE DENOMINATOR USED FOR THE CALCULATION OF COLUMN (F), PERCENT OF TOTAL EXPENSE, WAS THE AMOUNT OF TOTAL FUNCTIONAL EXPENSES ON FORM 990, PART IX, LINE 25, COLUMN (A) OF $132,812,550, LESS BAD DEBT EXPENSE OF $1,682,153 FROM FORM 990, PART IX, LINE 24(D). Schedule H, Part I, Line 7 FINANCIAL ASSISTANCE AND CERTAIN OTHER COMMUNITY BENEFITS AT COST A RATIO OF PATIENT CARE COST TO CHARGES, CONSISTENT WITH WORKSHEET 2, WAS USED TO REPORT THE AMOUNTS IN PART I, LINES 7A-7D. FOR AMOUNTS ON LINES 7E-7K, ACTUAL EXPENSES FOR EACH COMMUNITY BENEFIT ACTIVITY ARE TRACED AND REPORTED USING THE ORGANIZATION'S COST ACCOUNTING SYSTEM. Schedule H, Part III LINES 2-4 - BAD DEBT EXPENSE CALCULATION AND FOOTNOTE The provision for bad debts is based upon leadership's assessment of historical and expected net collections considering business and economic conditions, trends in health care coverage, and other collection indicators. Hospital and system leadership periodically assesses the adequacy of the allowance for doubtful accounts based on historical write-off experience by payer category. The review results are then used to modify the provision for bad debts to establish an appropriate allowance for uncollectible receivables. THE AMOUNT REPORTED ON PART III, LINE 3, WAS DETERMINED BY TAKING THE AVERAGE ACCEPTANCE RATE FOR ALL CHARITY CARE APPLICATIONS RECEIVED DURING THE YEAR MULTIPLIED BY THE NUMBER OF DENIALS THAT WERE ATTRIBUTABLE TO INSUFFICIENT INFORMATION. THAT TOTAL WAS THEN ADJUSTED DOWNWARD FOR THE ORGANIZATION'S USE OF PRESUMPTIVE ELIGIBILITY WHEN DETERMINING ITS COMMUNITY BENEFITS. BAD DEBT EXPENSE FOOTNOTE FROM CONSOLIDATED, AUDITED FINANCIAL STATEMENTS: The provision for bad debts is based upon leadership's assessment of historical and expected net collections considering business and economic conditions, trends in health care coverage, and other collection indicators. Hospital and system leadership periodically assesses the adequacy of the allowance for doubtful accounts based on historical write-off experience by payer category. The review results are then used to modify the provision for bad debts to establish an appropriate allowance for uncollectible receivables. PMH PROVIDES CARE TO PATIENTS WHO MEET CERTAIN CRITERIA UNDER ITS CHARITY CARE POLICY WITHOUT CHARGE OR AT AMOUNTS LESS THAN ITS ESTABLISHED RATES. AMOUNTS DETERMINED TO QUALIFY AS CHARITY CARE ARE NOT REPORTED AS REVENUE. Schedule H, Part III, Line 8 MEDICARE SHORTFALLS AS COMMUNITY BENEFIT The amount reported in Part III, Line 6, was calculated following Schedule H instructions by utilizing allowable Medicare costs as reported in the Medicare cost report, which Piedmont bases on a cost-to-charge ratio. However, the allowable costs in the Medicare cost report do not reflect the actual cost of providing care to patients because they exclude many direct patient care costs essential to delivering quality healthcare for Medicare patients. For example, specific coverage fees to physicians, Medicare C and D costs, and other similar direct patient care expenses are expressly excluded from allowable costs in the Medicare Cost Report. Piedmont believes its Medicare shortfall reported in Part III, Line 7 of Schedule H, should be considered a community benefit as the IRS community benefit standard includes providing care to the elderly and Medicare patients. IRS Revenue Ruling 69-545 provides, in part, that hospitals serving patients with government health insurance, such as Medicare, are evidence that the hospital operates to promote health in the community. Piedmont's policy is to treat Medicare patients regardless of how much Medicare pays for the treatment. For many services, Medicare reimbursement is less than the cost of care, resulting in shortfalls that the hospital absorbs in honor of its commitment to treating elderly patients. Many of these patients live on a low, fixed income and would qualify for financial assistance or other means-tested programs, absent from their enrollment in Medicare. Schedule H, Part III, Line 9b COLLECTION PRACTICES INITIAL SCREENINGS OF ALL INPATIENT, EMERGENCY, AND SURGERY ENCOUNTERS, AS WELL AS MOST OUTPATIENT VISITS, ARE CONDUCTED BY FINANCIAL COUNSELORS IN ORDER TO IDENTIFY ANY AVAILABLE INSURANCE OR OTHER COVERAGE FOR EACH PATIENT. COUNSELORS CONTACT PATIENTS AND THEIR FAMILIES DIRECTLY, EITHER IN PERSON OR BY LETTER, TO ASSIST THE FAMILY IN IDENTIFYING ANY PROGRAMS FOR WHICH THE PATIENT/SERVICE MAY QUALIFY (INCLUDING MEDICAID, STATE CHILDREN'S HEALTH INSURANCE PROGRAM ("SCHIP"), PRIVATE OR GOVERNMENT INSURANCE COVERAGE, AND CHARITY ASSISTANCE). IF THE FAMILY CANNOT BE TIMELY LOCATED OR IS UNCOOPERATIVE, RELATED ACCOUNTS ARE TRANSFERRED TO AN INTERNAL COLLECTION DEPARTMENT FOR FURTHER ATTEMPTS TO OBTAIN PAYMENT OR, IF THE PATIENT MAY QUALIFY FOR ASSISTANCE, TO SECURE A FINANCIAL ASSISTANCE APPLICATION. THE ORGANIZATION'S DEBT COLLECTION POLICY AND PROCEDURES PROHIBIT ANY COLLECTION EFFORTS FOR THE PORTION OF A PATIENT ACCOUNT BALANCE THAT QUALIFIES FOR FINANCIAL ASSISTANCE UNDER THE ORGANIZATION'S CHARITY CARE POLICY. Schedule H, Part VI, Line 2 NEEDS ASSESSMENT As a designated 501(c)(3) nonprofit hospital, the Internal Revenue Service requires us to conduct a triennial community health needs assessment (CHNA) following regulations put forth by the IRS following the 2010 Patient Protection and Affordable Care Act (ACA). Through this assessment, Piedmont hopes to understand local health challenges better, identify health trends in the community, identify gaps in the current health delivery system, and craft a plan to address those gaps and the identified health needs. In FY12, Piedmont conducted its first triennial CHNA, and FY25 marked the fifth year the system completed a CHNA. The Piedmont Mountainside CHNA was led by the Piedmont Healthcare community benefits team and contractor Public Goods Group, with input and direction from Piedmont Hospital leadership, direct input from board members at a May 16, 2025, board meeting, and individual meetings with hospital leadership, including the hospital's chief executive officer. Additionally, key leaders from the Piedmont Healthcare system routinely weighed in on the process and outcomes. Process The CHNA defined its community as its home county due to the impact of its tax-exempt status. Property taxes comprise the hospital's largest tax-exempt segment and affect county revenues. Because of this, Piedmont aims to ensure it provides ample benefits to its county and community. Additionally, Piedmont considers patient origin, particularly for lower-income patients who qualify for financial assistance or receive Medicaid coverage. Piedmont's secondary communities are considered the areas with the highest concentration of patients fitting that criterion, including those from nearby communities. Once we established our primary community, we analyzed available public health data. This included resources from the US Census, USDA, the US Department of Education, the National Center for Education Statistics, Kaiser Family Foundation's State Health Facts, American Heart Association, County Health Rankings, and the Georgia Online Analytical Statistical Information System (OASIS). All figures are for 2023, unless otherwise noted. We conducted two community-based surveys: one targeting community leaders and another for patients and community members. Through both, local stakeholders were asked their thoughts on unmet community health needs and the hospital's role in addressing them. These stakeholders included local leaders, nonprofit representatives, elected officials, and those with unique knowledge of the challenges facing vulnerable populations. We also conducted direct interviews with 32 state and regional stakeholders and policymakers, each representing a specific group that is often adversely affected by health equity issues. Through this process, we evaluated the prevalence of issues within community-focused data, community survey results, stakeholder interviews, and benchmark analyses. Once data collection was complete, PHC community benefit and hospital leadership met to review results, evaluate trends, and identify any potential priorities. Hospital leadership then reviewed all information and established their proposed priorities for FY26, FY27, and FY28. On May 16, 2025, the PHC community benefit team and hospital leadership presented the CHNA data to the board of directors, who reviewed the data and approved the proposed priorities. These priorities are: - Increase access to appropriate and affordable care - Promote healthy behaviors to reduce preventable conditions and diseases - Reduce the impact of poor mental health Hospital leadership and their community leaders then created implementation strategies for each priority. An implementation strategy is a plan outlining how a hospital will address the identified priority health needs. It details specific actions, planned collaborations with other organizations, the resources to be committed, and the anticipated impact of these efforts to improve community health over the next three years. The hospital's board of directors approved the implementation strategies on August 15, 2025. Both the CHNA and the implementation strategy are available online at www.piedmont.org/about-piedmont/community-benefit/community-health-needs-assessments. Schedule H, Part VI, Line 3 PATIENT EDUCATION OF ASSISTANCE ELIGIBILITY Piedmont understands that not everyone can pay their hospital bill due to their insurance status or limited income, and, as a result, each hospital offers financial assistance to qualifying patients. Notification about financial assistance includes, but is not limited to, a dedicated contact number, notices within inpatient bills, and posted notices in key hospital areas. These locations are the emergency room, the admitting and registration departments, the business office, and the on-site patient financial services offices. Piedmont also publishes and widely publicizes a plain-language summary of this financial assistance care policy, along with its full policy, on its website. Any staff member, including physicians, nurses, financial counselors, social workers, case managers, chaplains, and religious sponsors, can refer a patient to the financial assistance department. The patient may request financial assistance from a family member, close friend, or associate, subject to applicable privacy laws. Additionally, Piedmont provides copies of its financial assistance policy to partner clinics and others who work closely with low-income populations. Piedmont helps its partners understand the policy and how it relates to their populations, and it receives feedback on improving its financial assistance programming. Schedule H, Part VI, Line 5 PROMOTION OF COMMUNITY HEALTH Piedmont actively promoted the health of our community through clinic-hospital partnerships, community-based health screenings, educational activities, community-building activities, the operation of a 24-hour emergency department available to the entire community, the operation of an emergency room open to all members of the community without regard to ability to pay, a governance board composed of community members, use of surplus revenue for facilities improvement, patient care, and medical training, education, and research, the provision of inpatient hospital care for all persons in the community able to pay, including those covered by Medicare and Medicaid, and an open medical staff with privileges available to all qualifying physicians. In FY25, Piedmont Mountainside provided $7,812,012 in direct financial assistance and $752,958 in coverage for Medicaid shortfalls. To help these patients and all community members, Piedmont continued to expand the Empowering You platform to connect them with resources to address social drivers of health issues. Powered by FindHelp.org, Piedmont clinicians and case managers can search and refer patients to supporting organizations. Also, in FY25, Piedmont Mountainside trained future health professionals for approximately $623,296. This included the in-house training for residents, physicians' assistants, nurse practitioners, and other healthcare professionals. During FY25, Piedmont Mountainside stayed highly visible and deeply engaged across Pickens and Gilmer counties through consistent communication, practical education, and hands-on support for families, schools, first responders, and community partners. The work was steady and relationship-driven-showing up month after month in ways that made health information easier to access and strengthened community connections. A core part of this effort was ongoing communication and education. The CEO regularly shared a monthly newsletter filled with approachable, healthy-living reminders, such as staying current with annual physicals, seasonal vaccinations, and everyday prevention tips. That message reached the community in multiple ways, including direct mail, local media, and social channels, helping keep preventive health top of mind throughout the year. In parallel, the Chaplain and other department leaders provided recurring educational sessions at senior centers in both Pickens and Gilmer counties, covering a wide range of topics most important to older adults and caregivers. Community presence was also woven into many local events and traditions. Piedmont Mountainside sponsored and participated in festivals, community gatherings, and civic celebrations-often pairing that support with practical health education. At large public events, teams distributed stroke and heart attack awareness materials, offered blood pressure checks and BMI screenings, and created welcoming touchpoints for residents to ask questions and learn about services. One especially family-focused approach was the Baby Care Station, which provided a clean, climate-controlled space for parents of infants and young children-along with helpful education on recognizing urgent warning signs, such as stroke and heart attack symptoms. This blend of sponsorship plus meaningful service helped the hospital be present as both a community partner and a trusted health resource. FY25 also reflected strong investment in schools and the workforce pipeline. Piedmont Mountainside supported teacher and staff welcome-back events in Pickens and Gilmer counties by providing back-to-school supplies and offering time-sensitive education on recognizing strokes and heart attacks. The hospital partnered with local organizations to run school supply drives for students and donated ongoing clinic supplies and over-the-counter medications to school nurses across both counties. Students were engaged through career expos, senior summits, and multiple departmental shadowing opportunities, giving learners a real look at healthcare careers and the many pathways available locally. In addition, Piedmont Physicians Primary Care of Ellijay supported student athletics by delivering sports physicals at scale, helping students safely participate in school sports. Supporting EMS, public safety, and emergency preparedness was another strong theme. Piedmont Mountainside recognized and celebrated first responders through appreciation events and hosted gatherings that strengthened collaboration across agencies. Hospital leaders provided mass-casualty trauma triage training for school nurses, participated in emergency response planning for a countywide drill, and hosted a meet-and-greet for a new co-response unit-highlighting the importance of integrated responses when a behavioral health component is involved in emergency calls. The hospital also created opportunities for EMS teams to connect directly with the organization, including tours and informal touchpoints that helped build familiarity and trust. Expanding access to services and strengthening local partnerships continued throughout FY25. The hospital opened new doors for community and business leaders to learn about emerging service lines, including an open house that introduced radiation oncology as a new, locally available offering. Piedmont Mountainside also supported community organizations that serve vulnerable youth and families-through sponsorships, volunteer support, and direct assistance such as holiday "adoptions" for children in foster care. These efforts reinforced a broader commitment to stability and well-being beyond the hospital walls. Civic leadership and collaboration were sustained through regular involvement in chambers, boards, advisory groups, and recurring community meetings. Piedmont Mountainside maintained a consistent presence in leadership development programs, community breakfasts, business-after-hours gatherings, and ribbon cuttings, often using those moments to share updates on growth, construction progress, and new services coming to the area. Hospital leaders also served on local and regional boards focused on education, workforce development, health promotion, risk management, and child and family wellbeing, ensuring Piedmont Mountainside remained connected to community priorities and positioned to contribute to long-term solutions. Overall, FY25 highlights a clear pattern: Piedmont Mountainside didn't just participate in the community-it helped strengthen it. Through reliable communication, senior education, school and workforce support, emergency preparedness collaboration, service-line growth, and sustained civic involvement, the hospital continued to build trust and deliver "great care close to home" in ways residents could see and feel. Schedule H, Part VI, Line 6 AFFILIATED HEALTH CARE SYSTEM Piedmont Mountainside is part of Piedmont Healthcare, a regional not-for-profit organization and the parent company of 19 hospitals, the Piedmont Physicians Group, the Piedmont Heart Institute, the Piedmont Clinic, and the Piedmont Healthcare Foundation. The Piedmont Community Benefit Department oversees the community benefit activities on behalf of all hospitals throughout the system, and this includes conducting the triennial CHNA and subsequent implementation strategy, ensuring the financial assistance policy is communicated to the community, maintaining the community benefit webpage, authoring the community benefit annual report, preparing board materials, developing and executing the community benefit grants program and compiling all community benefit figures. Each hospital and specific departments of Piedmont Healthcare implement community benefit programming, including the revenue department, which oversees the financial assistance program, and external affairs, which oversees and calculates all community benefits. Schedule H, Part VI, Line 7 STATE OF FILING OF COMMUNITY BENEFIT REPORT Piedmont is not required to file a community benefit report; however, Piedmont must file information on its indigent and charity care, as well as its Medicaid and Medicare shortfalls, with the Georgia Department of Community Health. Schedule H, Part I, Line 6a PUBLIC AVAILABILITY OF COMMUNITY BENEFIT REPORT Piedmont regularly reports its community benefit activities to the community in several ways. Each year, Piedmont prepares a systemwide community benefit report, which is available to the public on its website. Piedmont also makes its IRS Form 990 Schedule H available on its website and provides copies to anyone upon request. Piedmont also provides information on community benefit programming to local, state, and federal lawmakers through its government affairs office and online at piedmont.org. Schedule H, Part VI, Line 4 COMMUNITY INFORMATION While Piedmont Mountainside serves patients from all over northeast Georgia, the hospital considers its community to be Pickens and Gilmer counties, recognizing the direct impact of the hospital's tax-exempt status on county residents. In both counties, an average of 66,200 people lived in the nearly 660-square-mile area yearly between 2019 and 2023. The population density for this area, estimated at 100 people per square mile, is much lower than the state average of nearly 200 people per square mile and is on par with the national average. The two counties are primarily rural, with 80% of the population living in designated rural areas and 20% living in urban areas. Like most of Georgia, these rural populations are white and between the ages of 18 and 64. Both counties are growing, with an average population jump of 12% between the 2010 and 2020 censuses. Between 2019 and 2023, an average of 9% of the population was veterans, and the most common age range of veterans was 65 to 74. Roughly 19% of the population, about 12,600 people, lived with a disability, and most of that population was over the age of 65. Between 2019 and 2023, about 91% of Gilmer and Pickens residents were white, about 1% were African American, less than 1% were Asian, and about 8% were Hispanic/Latino. About 4% of the population was born outside the US, and about 2% of them were not citizens. Nearly 6% of households did not speak English at home. In an average year from 2019 to 2023, nearly 14% of community members had no insurance. Insurance status and health are inextricably linked. Being uninsured is generally a marker of low income, as the overwhelming majority of those who are uninsured are also within specific ranges of the federal poverty guidelines, meaning these populations are also likely to face myriad other social drivers of health, like housing and food insecurity. Throughout Georgia, adults ages 18 to 64 are most likely to be uninsured, and that's true in both Gilmer and Pickens counties. On average, nearly 22% of non-elderly adults were uninsured from 2019 to 2023, a rate higher than the state and national averages of about 18% and 12%, respectively. Between 2019 and 2023, the median household income in Gilmer County was $72,542, and the median household income in Pickens County was $75,293. Of employers in the community, the largest sector (by number of employees) in 2022 was retail trade, which employed 3,482 community members at an average wage of $32,890, according to the US Department of Commerce. Construction was the second largest sector, with 2,966 people employed at an average salary of $21,334. Manufacturing was the third-largest sector, employing 2,461 people at an average wage of $59,449. According to the US Department of Labor, in September of 2025, nearly 30,500 people in the community were in the labor force, and only roughly 900, about 3%, were unemployed. This rate is on par with the state average but below the national average of 4%. From 2019 to 2023, 14% of the population in the two counties lived at or below 100% of the federal poverty guidelines. However, Gilmer families are more likely to live in poverty than those in Pickens County. Of the nearly 25,700 occupied households in both counties, an average of about 5,300 (21%) were cost-burdened each year from 2019 to 2023, meaning their housing costs were 30% or more of their total household income. Gilmer and Pickens comprised similar percentages of cost-burdened households. Approximately 9% of households across the county had costs exceeding 50% of their income, placing them in significant financial strain. In 2023, 75% of adults ages 18 and older in both counties combined saw a doctor for a routine checkup. This measure is likely overreported and exceeds the state and national averages. For Medicare recipients, this number jumps to 88% of adult beneficiaries, which is above both state and national averages. Heart disease is a leading cause of death in both Gilmer and Pickens counties. Between 2019 and 2023, the age-adjusted rate was 316 deaths for every 100,000 people, which is higher than both state and national rates, which were 195 and 207 heart-related deaths per 100,000 people, respectively. When adjusting for gender, women are far less likely to die from heart disease than men, at a rate of nearly 356 male deaths per 100,000 people, compared to a rate of about 275 deaths for women. Between 2019 and 2023, there were almost 200 deaths due to stroke, representing an age-adjusted death rate of 52 deaths per 100,000 people combined for both counties. The hospitalization rates for heart disease and stroke among Medicare recipients have generally decreased over the last five years. The average cardiovascular disease hospitalization rate between 2019 and 2021 was 11 per 1,000 Medicare beneficiaries across both counties, higher than the state and national rates of about 10. The hospitalization rate for stroke was 9 hospitalizations per 1,000 Medicare beneficiaries, as compared to the state and national rates of about 9% and 8%, respectively. Breast screening rates have remained relatively steady over the last few years; in 2022, the previous year for which data are available, nearly 74% of all women ages 50-74 reported having had a mammogram within the two previous years, below the state and national averages of 76% and 77 percent, respectively. In 2021, about 6,000 adults ages 20 and older had a diagnosis of diabetes, equaling nearly 9% of the combined counties' population. Diabetes is a prevalent problem in the US and often indicates an unhealthy lifestyle and a greater risk of further health issues. That same year, nearly 4% of the combined counties' population had a diagnosis of kidney disease, a rate slightly higher than the state and national averages of 3%. In 2023, 34% of adults ages 18 and older reported having high cholesterol in both counties. Too much cholesterol increases the risk of heart disease and stroke, two of the leading causes of death within the community. In 2023, 33% of adults ages 18 and older had a diagnosis of high blood pressure combined for both counties. High blood pressure can damage arteries by making them less elastic, reducing blood and oxygen flow to the heart, and increasing the risk of heart disease. Schedule H, Part V, Section B, Line 16a FAP website - PIEDMONT MOUNTAINSIDE HOSPITAL: Line 16a URL: https://www.piedmont.org/patients-and-visitors/billing-and-financial-resources#financialassistance; Schedule H, Part V, Section B, Line 16b FAP Application website - PIEDMONT MOUNTAINSIDE HOSPITAL: Line 16b URL: https://www.piedmont.org/patients-and-visitors/billing-and-financial-resources#financialassistance; Schedule H, Part V, Section B, Line 16c FAP plain language summary website - PIEDMONT MOUNTAINSIDE HOSPITAL: Line 16c URL: https://www.piedmont.org/patients-and-visitors/billing-and-financial-resources#financialassistance; true GILMER COUNTY CHAMBER OF COMMERCE INC PO BOX 505 ELLIJAY GA 30540 581341077 501(C)(6) 5195 PROGRAM SUPPORT 1 0 Schedule I, Part I, Line 2 Procedures for monitoring use of grant funds MONEY IS GIVEN TO CHARITABLE ORGANIZATIONS WHICH PRIMARILY PROMOTE HEALTH CARE CAUSES. THE GRANTS ARE ADMINISTERED AND MONITORED THROUGH THE ORGANIZATION'S PUBLIC RELATIONS DEPARTMENT. X true true false true false false false false false true false MS DENISE RAY CEO/BOARD MEMBER/CHAIR 521939 0 276986 0 156183 0 20700 0 20561 0 996369 0 74145 0 DR LEIGH HAMBY BOARD MEMBER 0 740222 0 468682 0 212608 0 20700 0 20580 0 1462792 0 112484 DR JOHN SCHNARS BOARD MEMBER 0 531514 0 0 0 276144 0 18654 0 19069 0 845381 0 0 MR THOMAS ARNOLD TREASURER/CFO PHC 0 772322 0 459587 0 239967 0 20700 0 26087 0 1518663 0 117341 MS ELIZABETH LEDDY SECRETARY/CLO PHC 0 677829 0 468450 0 188682 0 20700 0 23625 0 1379286 0 103525 MS LINDSAY GARD CFO 68763 118441 18870 16425 34739 6000 0 0 16883 26713 139255 167579 0 0 MS LINDSAY REHN CFO 83619 113023 9852 21645 25030 22062 0 13818 4442 6057 122943 176605 0 0 MS MICHELLE BREITFELDER CNO 222154 0 73735 0 14372 0 17942 0 13387 0 341590 0 0 0 MS PATRICIA HOPKINS DIRECTOR - PHARMACY 201387 0 27590 0 2187 0 8135 0 27929 0 267228 0 0 0 MR JUSTIN LEAL SR. DIR. OPERATIONS 268379 0 53350 0 47510 0 19492 0 10975 0 399706 0 0 0 DR MOIZ MASTER PHYSICIAN 419056 0 137507 0 20208 0 20700 0 23645 0 621116 0 0 0 MR WILLIAM MATTHEWS STAFF NURSE 93566 0 0 0 98124 0 7706 0 10431 0 209827 0 0 0 Schedule J, Part I, Line 1a Discretionary spending account THOMAS ARNOLD, DR. LEIGH HAMBY, ELIZABETH LEDDY, AND DENISE RAY RECEIVED A DISCRETIONARY SPENDING ACCOUNT TOTALING $12,000, A FIXED AMOUNT DETERMINED BY THEIR JOB LEVEL. THIS SPENDING ACCOUNT WAS INCLUDED IN THEIR TAXABLE WAGES. Schedule J, Part I, Line 3 Arrangement used to establish the top management official's compensation COMPENSATION OF THE CEO/EXECUTIVE DIRECTOR THE COMPENSATION FOR THE PRESIDENT/CEO OF PIEDMONT MOUNTAINSIDE HOSPITAL IS SET BY THE ENTITY'S PARENT, PIEDMONT HEALTHCARE, INC. PLEASE SEE THE SCHEDULE O NARRATIVE FOR FORM 990, PART VI, SECTION B, LINE 15A & 15B FOR ADDITIONAL INFORMATION. Schedule J, Part I, Line 4b Supplemental nonqualified retirement plan THE FOLLOWING INDIVIDUALS RECEIVED PAYMENTS FROM THEIR SUPPLEMENTAL EXECUTIVE RETIREMENT PLANS: THOMAS ARNOLD $117,341 LEIGH HAMBY $112,484 ELIZABETH LEDDY $103,525 DENISE RAY $74,145 Schedule J, Part I, Line 7 Non-fixed payments NON-FIXED PAYMENTS CERTAIN EMPLOYEES PARTICIPATED IN AN "ANNUAL INCENTIVE PLAN" UNDER WHICH THEY RECEIVED NON-FIXED PAYMENTS BASED ON JOB LEVEL AND SEVERAL DIFFERENT PERFORMANCE METRICS. Form 990, Part V, Line 1a ALL CALENDAR YEAR 2024 FORMS 1099 WERE FILED ON BEHALF OF PIEDMONT MOUNTAINSIDE HOSPITAL BY ITS SOLE MEMBER, PIEDMONT HEALTHCARE, INC. (EIN 58-1503902), PURSUANT TO AN AGREEMENT WITH THE IRS TO FILE ALL FORMS 1099 FOR THE PIEDMONT HEALTHCARE SYSTEM ON A COMBINED BASIS. Form 990, Part VI, Line 6 Classes of members or stockholders PIEDMONT HEALTHCARE, INC., (EIN 58 1503902) IS THE SOLE MEMBER OF PIEDMONT MOUNTAINSIDE HOSPITAL ("PMH"). Form 990, Part VI, Line 7a Members or stockholders electing members of governing body THE BOARD OF PIEDMONT HEALTHCARE, PIEDMONT MOUNTAINSIDE HOSPITAL'S SOLE MEMBER, APPOINTS THE MEMBERS OF THE BOARD OF DIRECTORS OF PIEDMONT MOUNTAINSIDE HOSPITAL. Form 990, Part VI, Line 7b Decisions requiring approval by members or stockholders PIEDMONT MOUNTAINSIDE HOSPITAL'S BOARD POLICIES AND DECISIONS MUST BE FILED, IMMEDIATELY AFTER ADOPTION, WITH THE SECRETARY OF THE PIEDMONT HEALTHCARE BOARD OF DIRECTORS. SUCH POLICIES AND DECISIONS OF THE PIEDMONT MOUNTAINSIDE HOSPITAL BOARD OF DIRECTORS ARE NOT SUBJECT TO THE APPROVAL OF OR RATIFICATION BY THE PIEDMONT HEALTHCARE BOARD, BUT SHOULD THE NEED ARISE, THEY MAY BE RESCINDED BY THE PIEDMONT HEALTHCARE BOARD THROUGH A MAJORITY VOTE OF ITS DIRECTORS. Form 990, Part VI, Line 11b Review of form 990 by governing body INFORMATION NEEDED TO PREPARE PIEDMONT MOUNTAINSIDE HOSPITAL'S FORM 990 IS COMPILED BY INDIVIDUALS IN THE ORGANIZATION'S FINANCE DEPARTMENT. THE INFORMATION IS REVIEWED BY PMH'S CONTROLLER AND VP/CFO. THE 990 IS THENPREPARED INTERNALLY BY PIEDMONT HEALTHCARE, INC.'S TAX DIRECTOR AND SUBMITTED TO AN EXTERNAL TAX PREPARER FOR REVIEW. PRIOR TO FILING, COPIES OF FORM 990 ARE PROVIDED TO THE BOARD OF DIRECTORS OF PIEDMONT HEALTHCARE, INC., THE ORGANIZATION'S SOLE MEMBER, FOR BOARD REVIEW. Form 990, Part VI, Line 12c Conflict of interest policy COMPLIANCE WITH THE ORGANIZATION'S CONFLICT OF INTEREST POLICY IS MONITORED AND ENFORCED BY ORGANIZATION MANAGEMENT IN COORDINATION WITH PIEDMONT HEALTHCARE'S CHIEF COMPLIANCE OFFICER. ALL SENIOR LEADERS, BOARD MEMBERS, PHYSICIAN EMPLOYEES, NURSE PRACTITIONERS/PHYSICIAN ASSISTANTS AND EMPLOYEES AND NON-EMPLOYEES ENGAGED IN RESEARCH ARE REQUIRED TO ANNUALLY DISCLOSE ALL MATTERS WHICH COULD POTENTIALLY CONSTITUTE A CONFLICT OF INTEREST. MATTERS DISCLOSED UNDER THE POLICY MUST BE REVIEWED IN WRITING BY THE PIEDMONT HEALTHCARE CONFLICT OF INTEREST COMMITTEE IN ORDER TO DETERMINE WHETHER A CONFLICT EXISTS AND, IF SO, WHETHER TO ELIMINATE OR MANAGE THE CONFLICT. ALL BOARD MEMBERS AND EMPLOYEES OF PIEDMONT MOUNTAINSIDE HOSPITAL ARE PROVIDED TRAINING ON CONFLICT OF INTEREST ISSUES, INCLUDING REPORTING REQUIREMENTS, AT NEW EMPLOYEE ORIENTATION AND AT LEAST ANNUALLY THEREAFTER. NONCOMPLIANCE WITH THE CONFLICT OF INTEREST POLICY MUST BE REPORTED TO PIEDMONT HEALTHCARE'S SENIOR VICE PRESIDENT OF COMPLIANCE FOR INVESTIGATION, AND REMEDIAL STEPS MUST BE TAKEN AS APPROPRIATE UNDER THE PIEDMONT HEALTHCARE DISCIPLINARY POLICIES. Form 990, Part VI, Line 15a Process to establish compensation of top management official COMPENSATION FOR EXECUTIVES OF PIEDMONT MOUNTAINSIDE HOSPITAL IS SET BY THE BOARD OF DIRECTORS OF PIEDMONT HEALTHCARE, INC. THE PIEDMONT HEALTHCARE, INC., BOARD OF DIRECTOR'S EXECUTIVE PERFORMANCE AND COMPENSATION COMMITTEE ("THE COMMITTEE") IS COMPOSED OF AT LEAST THREE MEMBERS OF THE PHC BOARD OF DIRECTORS, SERVING TERMS OF THREE YEARS, AND THE MAJORITY OF WHICH ARE COMMUNITY DIRECTORS WHO GENERALLY DO NOT HAVE CONFLICTS OF INTEREST RELATED TO FULFILLMENT OF THE DUTIES AS OUTLINED BELOW. THE COMMITTEE OVERSEES EXECUTIVE PERFORMANCE AND COMPENSATION ON BEHALF OF THE PHC BOARD, SUBJECT TO THE ULTIMATE AUTHORITY AND OVERSIGHT OF THE BOARD. THE COMMITTEE ALSO FORMULATES POLICIES AND MAKES DECISIONS IN ORDER TO ENSURE A HIGH LEVEL OF EXECUTIVE PERFORMANCE. THE COMMITTEE IS AUTHORIZED TO ACT ON BEHALF OF THE PHC BOARD AS SET OUT IN ITS CHARTER, AND THE COMMITTEE IS ALSO CHARGED WITH PROVIDING RECOMMENDATIONS AND PERIODIC REPORTS TO THE PHC BOARD REGARDING EXECUTIVE PERFORMANCE AND COMPENSATION. ALL DECISIONS AND COMPARABILITY DATA ARE DOCUMENTED IN THE COMMITTEE MEETING MINUTES. FUNCTIONS OF THE COMMITTEE: - ASSESS AND IMPLEMENT POLICIES REGARDING PERFORMANCE, COMPENSATION AND BENEFITS OF THE PRESIDENT/CEO AND OTHER EXECUTIVES AS DETERMINED BY THE COMMITTEE - SELECT AN EXECUTIVE COMPENSATION CONSULTANT WHO REPORTS TO THE COMMITTEE - ANNUALLY REVIEW THE PRESIDENT/CEO SUCCESSION PLAN - FORMULATE AND IMPLEMENT ANNUAL PERFORMANCE OBJECTIVES FOR THE PRESIDENT/CEO, AND REVIEW AND APPROVE ANNUALLY RECOMMENDATIONS FROM THE PRESIDENT/CEO RELATING TO COMPENSATION, PERFORMANCE OBJECTIVES, AND SUCCESSION PLANS FOR EVP EXECUTIVES - ANNUALLY ASSESS PRESIDENT/CEO PERFORMANCE; IF NECESSARY, IMPLEMENT ACTION PLAN WITH PRESIDENT/CEO INPUT TO IMPROVE HIS/HER PERFORMANCE; ADJUST COMPENSATION AS APPROPRIATE; THE COMMITTEE CHAIR SHALL CONSULT WITH THE PHC GOVERNANCE COMMITTEE CHAIR AND THE PHC BOARD CHAIR AND SHALL COORDINATE THE ANNUAL PERFORMANCE REVIEW OF THE PHC PRESIDENT/CEO, UNLESS THE PHC BOARD CHAIR HAS A REAL OR PERCEIVED CONFLICT OF INTEREST, IN WHICH CASE THE COMMITTEE CHAIR SHALL DETERMINE THE PROPER REVIEW PROCESS - REVIEW AND APPROVE LONG-TERM AND SHORT-TERM GOALS TO BE USED IN CONNECTION WITH EVP COMPENSATION PROGRAMS AS RECOMMENDED BY THE PRESIDENT/CEO AND VALIDATED BY THE COMPENSATION CONSULTANT - PERIODICALLY REVIEW COMPENSATION, IF ANY, FOR THE PHC BOARD CHAIR AND ALL BOARD CHAIRS OF THE PHC SUBSIDIARIES - ESTABLISH OTHER POLICIES AND PROCEDURES, AND PERFORM OTHER TASKS, RELATED TO EXECUTIVE PERFORMANCE AND COMPENSATION, INCLUDING BUT NOT LIMITED TO, APPROVAL OF EXECUTIVE EMPLOYMENT CONTRACTS AND BENEFITS - PERIODICALLY REPORT SIGNIFICANT DECISIONS AND ANY ADDITIONAL REQUESTED INFORMATION TO THE PHC BOARD. Form 990, Part VI, Line 15b Process to establish compensation of other employees PLEASE SEE DISCLOSURE FOR FORM 990, PART VI, LINE 15A, ABOVE. Form 990, Part VI, Line 19 Required documents available to the public GOVERNING DOCUMENTS, CONFLICT OF INTEREST POLICY, AND FINANCIAL STATEMENTS ARE AVAILABLE UPON REQUEST. THESE DOCUMENTS SHOULD BE REQUESTED FROM PIEDMONT HEALTHCARE, INC.'S LEGAL COUNSEL. Form 990, Part XI, Line 9 Other changes in net assets or fund balances CONTRIBUTIONS - -1937; UNALLOCATED EXPENSES - -7864448; BOOK/TAX DIFFERENCES - -50457; CHANGE IN TEMP - 41525; INTERCOMPANY TRANSFER - -5450098; Total - -13325415; Form 990, Part VII, Section B Independent Contractor Reporting ALL CALENDAR YEAR 2024 FORMS 1099 WERE FILED ON BEHALF OF PIEDMONT MOUNTAINSIDE HOSPITAL BY ITS SOLE MEMBER, PIEDMONT HEALTHCARE, INC. (EIN 58-1503902), PURSUANT TO AN AGREEMENT WITH THE IRS TO FILE ALL FORMS 1099 FOR THE PIEDMONT HEALTHCARE SYSTEM ON A COMBINED BASIS. 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