2026-05-15T09:49:43+00:00 2025-06-30 135565207 KPMG LLP 303 Peachtree St NE Suite 2000 Atlanta GA 30308 990 2024-07-01 582200195 Piedmont Henry Hospital Inc PIED 6786041001 1133 EAGLES LANDING PARKWAY STOCKBRIDGE GA 30281 MARIE GAFENEY VP CORPORATE FINANCE 4712716007 2026-05-15 true true AMANDA M COON P01754645 4042223000 2026-05-15 2024 2025-03-06 01:10:19Z MR DAVID KENT 1133 EAGLES LANDING PARKWAY STOCKBRIDGE GA 30281 725286992 false X HTTPS://WWW.PIEDMONT.ORG/LOCATIONS/PIEDMONT-HENRY-HOSPITAL X 1995 GA TO PROVIDE COMPASSIONATE AND SUSTAINABLE HEALTHCARE IN A PROGRESSIVE ENVIRONMENT. 12 10 2586 200 0 36412 29136 661219017 721801941 8006518 -8934 2812872 3064980 672074819 724887123 28355 107925 0 186104683 219335525 0 0 375425936 390354363 561558974 609797813 110515845 115089310 276133748 386851043 108539840 114012121 167593908 272838922 TO PROVIDE HEALTHCARE MARKED BY COMPASSION AND SUSTAINABLE EXCELLENCE IN A PROGRESSIVE ENVIRONMENT, GUIDED BY PHYSICIANS, DELIVERED BY EXCEPTIONAL PROFESSIONALS, AND INSPIRED BY THE COMMUNITIES WE SERVE. false false 540070775 107925 721843123 PIEDMONT HENRY HOSPITAL ("PHH") IS A 259-BED FACILITY LOCATED IN THE CITY OF STOCKBRIDGE IN HENRY COUNTY, GEORGIA. OVER 1,200 PRIMARY CARE AND SPECIALTY PHYSICIANS ON THE MEDICAL STAFF MEET THE PROFESSIONAL CLINICAL NEEDS OF CHILDREN, ADULTS, AND SENIORS WITHIN STOCKBRIDGE AND THE GREATER METROPOLITAN ATLANTA MARKET, REGARDLESS OF ANY INDIVIDUAL'S ABILITY TO PAY FOR SERVICES. FOR THE YEAR ENDED JUNE 30, 2025, THE HOSPITAL HAD 19,082 IN-PATIENT ADMISSIONS WITH A TOTAL OF 90,775 DAYS OF IN-PATIENT HOSPITALIZATION. ER VISITS TOTALED 94,902 AND OUTPATIENT VISITS TOTALED 77,153. SURGICAL SERVICES WERE PROVIDED TO 9,335 PATIENTS. 540070775 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 false true true true false false false false false false false false true false false false false false true true false false false false true X 0 0 2586 true false false false false false false false false false false false false X 12 10 false false false false true true true true true false false false false true true true true true true true true true GA X MARIE GAFFNEY 4702716007 271 17TH STREET SUITE 2500 ATLANTA GA 30363 MR DAVID KENT CEO & BOARD MEMBER 55.0 0 X X 709195 0 43142 MR LEONARD MORELAND BOARD MEMBER/CHAIR 1.0 0 X X 0 0 0 DR AKSHAY GUPTA BOARD MEMBER 1.0 0 X 0 0 0 DR DEBORAH HAYNES BOARD MEMBER 1.0 0 X 0 0 0 DR DERRELL ANGLYN BOARD MEMBER 1.0 0 X 0 0 0 DR HITESH CHOKSHI BOARD MEMBER 1.0 0 X 0 0 0 DR TARSEM GUPTA BOARD MEMBER/VICE CHAIR 1.0 0 X 0 0 0 MR JIM CHAFIN BOARD MEMBER 1.0 0 X 0 0 0 MR SCOTT MAHONE BOARD MEMBER 1.0 0 X 0 0 0 MS ALISON SMITH BOARD MEMBER 1.0 39.0 X 0 314650 4391 MS DANA LEMON BOARD MEMBER 1.0 0 X 0 0 0 MS SHARON PONDER BOARD MEMBER 1.0 0 X 0 0 0 MR THOMAS ARNOLD TREASURER/CFO PHC 1.0 54.0 X 0 1471876 46787 MS ELIZABETH LEDDY SECRETARY/CLO PHC 1.0 54.0 X 0 1334961 44325 MR JAMES ATKINS COO 55.0 0 X 500804 0 49177 MR WESLEY JAMES CFO 55.0 0 X 602914 0 28126 DR WILLIAM WATKINS CMO 40.0 0 X 545882 0 40974 MR CHRISTOPHER BRIDGERS DIRECTOR - PHARMACY 40.0 0 X 250803 0 14680 MR WALTER WILLIAMS DIRECTOR - PHARMACY 40.0 0 X 275951 0 41850 MS HEIDI HURST MEDICAL PHYSICIST 40.0 0 X 280264 0 29264 MS PAULA BUTTS CNO 40.0 0 X 329962 0 38269 3495775 3121487 380985 307 false true false 0 29136 580 29136 PATIENT SERVICE REVENUE 621110 718916977 718916977 0 0 MANAGEMENT FEE REVENUE 900099 10000 10000 0 0 OTHER OPERATING REVENUE 900099 2874964 2874964 0 0 0 0 0 0 721801941 1261081 0 390935 0 870146 0 870146 0 0 870146 0 0 0 8934 0 -8934 -8934 0 0 -8934 CAFETERIA REVENUE 722514 2153652 0 0 2153652 OTHER REVENUE 900099 41182 41182 0 0 0 0 0 0 2194834 724887123 721843123 0 3014864 49925 49925 58000 58000 2018235 1734764 283471 0 38436 0 38436 0 172316780 148114084 24202696 0 33480087 28777686 4702401 0 11481987 9869299 1612688 0 102976 0 102976 0 404827 0 404827 0 59187284 39593707 19593577 0 1003573 671346 332227 0 29668325 29443266 225059 0 6990943 6937911 53032 0 5646396 5188473 457923 0 100578 62871 37707 0 5700172 0 5700172 0 2665887 2665887 0 0 13135331 12070056 1065275 0 5547678 406311 5141367 0 BAD DEBT EXPENSE 155019672 155019672 0 0 MEDICAL SUPPLIES & DRUGS 84121772 84121772 0 0 OTHER EXPENSES 15113100 9339896 5773204 0 HOSPITAL TAX 5945849 5945849 0 0 0 0 0 0 609797813 540070775 69727038 0 644533 1318323 110421 390983 73294559 75548742 0 0 0 0 8163598 8029645 1676871 2035512 435583236 145317902 188881993 290265334 0 0 1375301 1375301 1986472 7887203 276133748 386851043 48688602 56277532 48622946 46769784 0 0 11228292 10964805 108539840 114012121 X 166322165 271633042 1271743 1205880 167593908 272838922 276133748 386851043 X 115089310 -9844296 X false true true false X 0 11140000 11140000 0 182420673 63019032 119401641 0 0 0 0 0 116184196 78788655 37395541 0 125838367 3510215 122328152 290265334 Federal Income Taxes OTHER LIABILITIES 10964805 10964805 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 13201386 0 13201386 0.02903 13271933 11566609 1705324 0.00375 5468758 11766720 0 0.0 0 0 31942077 23333329 14906710 0.03278 90487 0 90487 0.00020 2788698 0 2788698 0.00613 0 0 0 0.0 46 0 46 0.00000 15000 0 15000 0.00003 0 0 2894231 0 2894231 0.00636 0 0 34836308 23333329 17800941 0.03914 0 0 0 0.0 41890 0 41890 0.00009 71365 0 71365 0.00016 0 0 0 0.0 0 0 0 0.0 0 0 0 0.0 0 0 0 0.0 35617 0 35617 0.00008 0 0.0 0 0 148872 0 148872 0.00033 true 9298171 61104075 56430255 4673820 X true true 1 1 PIEDMONT HENRY HOSPITAL INC 1133 EAGLES LANDING PARKWAY STOCKBRIDGE GA 30281 HTTPS://WWW.PIEDMONT.ORG/ 075-315 X X X SNF, REHAB SERVIces CLINIC PIEDMONT HENRY HOSPITAL INC 1 false false true X X X X X X X X 24 true false false true X https://www.piedmont.org/about-piedmont/community-benefit/community-health-needs-assessments X X true 25 true THE BOARD OF DIRECTORS FOR PIEDMONT HENRY HOSPITAL APPROVED ITS IMPLEMENTATION STRATEGY FOR THE THRE 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 - COMMUNITY REPRESENTATION. 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 - PUBLIC AVAILABILITY OF CHNA. IN ADDITION TO MAKING ITS CHNA REPORTS AVAILABLE ON ITS WEBSITE AND BY REQUEST, PIEDMONT HENRY 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 - ADDRESSING COMMUNITY HEALTH NEEDS. Piedmont Henry 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 Henry 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 Henry identified its top health priorities: (1) Increase access to appropriate and affordable care, (2) Promote healthy behaviors to address obesity and limited physical activity, (3) Reduce preventable instances and deaths from chronic conditions, focusing on hypertension and diabetes, and (4) Further community growth by addressing adequate resources to meet the most pressing needs. 1 Schedule H, Part I, Line 6a PUBLIC AVAILABILITY OF COMMUNITY BENEFIT REPORT Piedmont regularly reports its community benefit activities to the community in several ways. Each year, Piedmont prepares a systemwide community benefit report, which is available to the public on its website. Piedmont also makes its IRS Form 990 Schedule H available on its website and provides copies to anyone upon request. Piedmont also provides information on community benefit programming to local, state, and federal lawmakers through its government affairs office and online at piedmont.org. Schedule H, Part I, Line 7f PERCENT OF TOTAL EXPENSE THE DENOMINATOR USED FOR THE CALCULATION OF COLUMN (F), PERCENT OF TOTAL EXPENSE, WAS THE AMOUNT OF TOTAL FUNCTIONAL EXPENSES ON FORM 990, PART IX, LINE 25, COLUMN (A) OF $609,797,813, LESS BAD DEBT EXPENSE OF $155,019,672 FROM FORM 990, PART IX, LINE 24(A). 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. PHH PROVIDES CARE TO PATIENTS WHO MEET CERTAIN CRITERIA UNDER ITS CHARITY CARE POLICY WITHOUT CHARGE OR AT AMOUNTS LESS THAN ITS ESTABLISHED RATES. AMOUNTS DETERMINED TO QUALIFY AS CHARITY CARE ARE NOT REPORTED AS REVENUE. Schedule H, Part III, Line 8 MEDICARE SHORTFALLS AS COMMUNITY BENEFIT The amount reported in Part III, Line 6, was calculated following Schedule H instructions by utilizing allowable Medicare costs as reported in the Medicare cost report, which Piedmont bases on a cost-to-charge ratio. However, the allowable costs in the Medicare cost report do not reflect the actual cost of providing care to patients, as they exclude many direct patient care costs essential to delivering quality healthcare for Medicare patients. For example, specific coverage fees to physicians, Medicare C and D costs, and other similar direct patient care expenses are expressly excluded from allowable costs in the Medicare Cost Report. IRS Revenue Ruling 69-545 provides, in part, that hospitals serving patients with government health insurance, such as Medicare, are evidence that the hospital operates to promote health in the community. Piedmont's policy is to treat Medicare patients regardless of how much Medicare pays for the treatment. For many services, Medicare's reimbursement is less than the cost of the care provided, resulting in shortfalls that the hospital will absorb 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 better understand local health challenges, identify health trends in the community, determine 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 Henry 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 12, 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 12, 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 address obesity and limited physical activity - Reduce preventable instances of chronic conditions, focusing on hypertension and diabetes - Further community growth by addressing adequate resources to meet the most pressing needs. Hospital leadership and their community leaders then created implementation strategies for each priority. An implementation strategy is a plan outlining how a hospital will address the identified priority health needs. It details specific actions, planned collaborations with other organizations, the resources to be committed, and the anticipated impact of these efforts to improve community health over the next three years. The hospital's board of directors approved the implementation strategies on September 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 4 COMMUNITY INFORMATION While Piedmont Henry serves patients from across middle Georgia, the hospital considers its primary community to be Henry County, in recognition of the direct impact of the hospital's tax-exempt status on county residents. In Henry County, an average of 245,400 people lived in the 319-square-mile area each year between 2019 and 2023. The population density in this area, estimated at 770 people per square mile, is much higher than the state and national averages of 188 and 94 people per square mile, respectively. Henry County is growing, with an 18% increase in total population between 2010 and 2020. About 10% of the population was veterans from 2019 to 2023. Approximately 11% of the population, about 26,400 people, lived with a disability. Most of that population was between the ages of 18 and 64. About 25% of the population was 17 or younger, about 12% was 65 or older, and the remaining population was between 18 and 64. Between 2019 and 2023, the yearly average of Henry County residents who were white was about 37%, African American 51%, Hispanic/Latino 8%, Asian 3%, and other races about 2%. About 9% were born outside the US, and more than 2% do not have citizenship. Between 2019 and 2023, about 9% of the population had no form of 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. Adults ages 18 to 64 are most likely to be uninsured, and that's true in Henry County. Around 12% of nonelderly adults were uninsured, as compared to less than 6% of those under age 18 and 1% of those 65 and older. As with other indicators, race matters. Approximately 20% of the Hispanic/Latino population were uninsured, 14% of Asians were uninsured, 9% of the Black population were uninsured, and 10% of the white population were uninsured. Between 2019 and 2023, the median household income was $81,612, much higher than the state and national levels of $74,664 and $78,538, respectively. Of employers in the community, the largest sector by number of employees is retail trade, which employed 15,946 community members at an average annual wage of $31,049 in 2022, according to the US Department of Commerce. Transportation and warehousing was the second-largest sector, employing 15,406 people at an average annual wage of $32,406. Administrative and support, waste management, and remediation services were the third-largest sector, employing 13,580 people at an annual average wage of $28,859. According to the 2019-2023 American Community Survey, 128,100 people in the community were in the labor force, and only 4,900 (about 4%) were unemployed as of September 2025. In Henry County, like most of the state, minorities are more likely to live in poverty. For example, 10% of Black or African American populations and 10% of Asian populations were living at or below poverty, as compared to 8% of white populations. On average, in Henry County from 2019 to 2023, nearly 84,500 occupied households were counted; more than 24,500 (about 29%) were cost-burdened, meaning housing costs were 30% or more of total household income. Approximately 12% of households had costs exceeding 50% of their income, placing them in significant financial strain. In 2019, only three of Henry County's 25 census tracts were food deserts. About 17,800 people lived within these census tracts. These tracts almost directly correspond to census tracts, indicating retailers authorized to accept SNAP benefits. In Henry County, as in most of the state, those retailers tend to be convenience and discount stores that carry little to no healthy food. Increasingly, discount stores like Dollar General carry a produce section, which varies by community. In 2023, about 79% of adults aged 18 or older had a routine checkup with a doctor the previous year. This measure is likely over-reported and more significant than state and national averages. For Medicare recipients, this number jumps to more than 82% of adult beneficiaries, which is below the state level. Routine checkups are critical to maintaining good health and identifying conditions that can be treated affordably in a community-based setting. Absent that, even simple-to-treat conditions can escalate to deeper issues, eventually requiring more intensive care, later-stage diagnoses, or reduced life expectancy. Heart disease is a leading cause of death for both women and men in Henry County. Between 2019 and 2023, the age-adjusted death rate was 177 deaths for every 100,000 people, which is lower than the state and national averages of 195 and 207 heart-related deaths per 100,000 people, respectively. This rate has declined steadily over the last few years. Between 2019 and 2023, there were 500 deaths due to stroke, representing an age-adjusted death rate of approximately 41 deaths per 100,000 people. The hospitalization rates for heart disease and stroke among Medicare recipients have decreased steadily over the last five years. The yearly average rate of hospitalizations for cardiovascular disease from 2019 to 2021 was 9 per 1,000 Medicare beneficiaries, which is lower than the state rate of 10 and the national rate of about 10. The hospitalization rate for stroke is below the state rate and on par with the national rates, with eight hospitalizations per every 1,000 Medicare beneficiaries, as compared to the state rate of more than nine and the national rate of eight. Although heart disease leads to county deaths, cancer remains a critical issue within the community. The cancer incidence rate for Henry County each year, on average, between 2017 and 2021, was more than 479 per 100,000 people, which equates to a diagnosis rate of an average of 1,100 new cases each year. When broken down by cancer site, though, the prostate cancer incidence rate of about 161 is higher than state and national rates, which are about 138 and 113 diagnoses per 100,000 people, respectively, on average each year. In 2021, 17,400 adults aged 20 and older had diabetes, equaling 9% of the county's population, less than the state rate of about 10%. Diabetes is a prevalent problem in the US, often indicating an unhealthy lifestyle, and it puts individuals at risk for further health issues. In 2021, 3% of the county's population had a diagnosis of kidney disease, a rate lower than the state and national percentages. In 2023, about 33% of adults 18 and older reported having high cholesterol. Too much cholesterol puts one at risk for heart disease and stroke, two of the leading causes of death in the country. In 2023, about 37% of adults 18 and older had a diagnosis of high blood pressure. High blood pressure can damage the arteries by making them less elastic, reducing blood and oxygen flow to the heart, and increasing the risk of heart disease. 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 Henry provided $13,201,386 in direct financial assistance and $1,705,324 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 Henry trained future health professionals at a cost of approximately $2,788,698 million. This included the in-house training for residents, physicians' assistants, nurse practitioners, and other health professionals. During FY25, Piedmont Henry Hospital stayed closely connected to the community through a steady mix of prevention-focused education, workforce pipeline support, and strong partnerships with local organizations, schools, and civic leaders. Across the year, teams showed up in practical, people-centered ways - bringing health resources into everyday spaces, supporting community events that matter to families, and making sure residents know what services are available close to home. A consistent thread throughout the year was improving access to healthy living and prevention. The Dietary team partnered with Eat Right Atlanta to host a bimonthly farmers market that made affordable, farm-to-table fruits and vegetables available to employees and community members. Piedmont Henry also brought health education and screenings directly to workplaces through employer health fairs-sharing information on women's services, breast health, oncology, stroke and cardiovascular care, nutrition, and smoking cessation, while helping participants connect those topics to real next steps for their health. Senior-focused outreach remained a priority, with Piedmont Henry partnering with rehabilitation and senior services organizations to provide targeted education on heart health, stroke prevention, healthy eating, lung and breast health, and quitting tobacco. Women's health and cancer awareness were another major focus. Piedmont Henry collaborated with community partners, including the City of Stockbridge, Mercer University, and a local faith community, to host breast cancer education and screening events that celebrated survivorship while also reinforcing the importance of early detection and the range of treatment options available. Clinical leaders and specialists served as speakers and educators, ensuring the message was both medically grounded and accessible to the public. Piedmont Henry also strengthened community trust by attending large-scale public safety and civic events. Hospital leaders participated in a countywide "Night Out" event that brought residents together with law enforcement, fire, and EMS to discuss crime prevention and neighborhood connections. The hospital supported community runs and local wellness activities, including serving as a sponsor and participant at events that encouraged movement, family engagement, and healthier lifestyles. Supporting students and the future healthcare workforce was especially prominent in FY25. Piedmont Henry partnered with Henry County Schools to help students explore career pathways through career fairs, work-based learning seminars, and mock interview events designed to build readiness and confidence for students interested in healthcare. Leaders also met with middle and high school students through "lunch and learn" style sessions, using those opportunities to highlight how Piedmont Henry is growing alongside the community and to introduce the wide range of careers that exist across hospital departments. In addition, Piedmont Henry welcomed and supported educators through community events that help strengthen the school system and the pipeline of future talent. On the community partnership and civic leadership side, Piedmont Henry maintained a visible role with the Henry County Chamber of Commerce and other key local organizations. Hospital leadership participated in community update forums and signature events: sharing organizational priorities, discussing workforce needs, and contributing to conversations about innovation, engagement, accessibility, equity, and inclusion. Piedmont Henry also supported early literacy efforts by sponsoring a community luncheon focused on building reading habits for children from birth to age five, reinforcing the hospital's broader commitment to long-term community wellbeing. Philanthropy and service rounded out the year's community presence. Piedmont Henry supported family-centered and youth-focused causes through sponsorships that benefited vulnerable children and families, and staff organized drives to collect coats and school supplies for neighbors in need. The hospital continued to host recurring community blood drives by donating space for the American Red Cross, making it easier for residents to give locally. Finally, Piedmont Henry's FY25 work was anchored by ongoing community leadership and board service. Hospital leaders remained active across chamber leadership, education and workforce boards, and advisory groups, helping shape initiatives tied to workforce development, community collaboration, and regional planning. Piedmont Henry leadership also participated in county-level behavioral health task force efforts, reflecting a clear commitment to addressing behavioral health needs and resource gaps in Henry County. Overall, FY25 reflects Piedmont Henry Hospital's steady, hands-on approach to community partnership: promoting prevention, expanding health education where people already gather, investing in students and educators, supporting local nonprofits and quality-of-life events, and staying actively engaged in leadership tables where community needs and solutions are shaped. Schedule H, Part VI, Line 6 AFFILIATED HEALTH CARE SYSTEM Piedmont Henry is part of Piedmont Healthcare, a regional not-for-profit organization and the parent company of 19 hospitals, the Piedmont Physicians Group, the Piedmont Heart Institute, the Piedmont Clinic, and the Piedmont Healthcare Foundation. The Piedmont Community Benefit Department oversees the community benefit activities on behalf of all hospitals throughout the system, and this includes conducting the triennial CHNA and subsequent implementation strategy, ensuring the financial assistance policy is communicated to the community, maintaining the community benefit webpage, authoring the community benefit annual report, preparing board materials, developing and executing the community benefit grants program and compiling all community benefit figures. Each hospital and specific departments of Piedmont Healthcare implement community benefit programming, including the revenue department, which oversees the financial assistance program, and external affairs, which oversees and calculates all community benefits. Schedule H, Part VI, Line 7 STATE OF FILING OF COMMUNITY BENEFIT REPORT Piedmont is not required to file a community benefit report; however, Piedmont must file information on its indigent and charity care, as well as its Medicaid and Medicare shortfalls, with the Georgia Department of Community Health. Schedule H, Part V, Section B, Line 16a FAP website - PIEDMONT HENRY HOSPITAL, INC.: Line 16a URL: https://www.piedmont.org/patients-and-visitors/billing-and-financial-resources#financialassistance; Schedule H, Part V, Section B, Line 16b FAP Application website - PIEDMONT HENRY HOSPITAL, INC.: Line 16b URL: https://www.piedmont.org/patients-and-visitors/billing-and-financial-resources#financialassistance; Schedule H, Part V, Section B, Line 16c FAP plain language summary website - PIEDMONT HENRY HOSPITAL, INC.: Line 16c URL: https://www.piedmont.org/patients-and-visitors/billing-and-financial-resources#financialassistance; true Healthcare scholarships and award disbursements 17 58000 Schedule I, Part I, Line 2 Procedures for monitoring use of grant funds MONEY IS GIVEN TO CHARITABLE ORGANIZATIONS WHICH PRIMARILY PROMOTE HEALTH CAUSES. THE GRANTS ARE ADMINISTERED AND MONITORED THROUGH THE ORGANIZATION'S PUBLIC RELATIONS DEPARTMENT. X true true false true false false false false false true false MR DAVID KENT CEO & BOARD MEMBER 438073 0 223762 0 47360 0 14592 0 28550 0 752337 0 0 0 MS ALISON SMITH BOARD MEMBER 0 259173 0 50470 0 5007 0 0 0 4391 0 319041 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 MR JAMES ATKINS COO 367160 0 116846 0 16798 0 20700 0 28477 0 549981 0 0 0 MR WESLEY JAMES CFO 442059 0 138086 0 22769 0 20580 0 7546 0 631040 0 0 0 MR CHRISTOPHER BRIDGERS DIRECTOR - PHARMACY 208116 0 22880 0 19807 0 14059 0 621 0 265483 0 0 0 MS PAULA BUTTS CNO 245673 0 78399 0 5890 0 18447 0 19822 0 368231 0 0 0 MS HEIDI HURST MEDICAL PHYSICIST 258625 0 1243 0 20396 0 15289 0 13975 0 309528 0 0 0 DR WILLIAM WATKINS CMO 395941 0 125110 0 24831 0 20700 0 20274 0 586856 0 0 0 MR WALTER WILLIAMS DIRECTOR - PHARMACY 203345 0 39512 0 33094 0 0 0 41850 0 317801 0 0 0 Schedule J, Part I, Line 1a Discretionary spending account THOMAS ARNOLD, ELIZABETH LEDDY, AND DAVID KENT RECEIVED A DISCRETIONARY SPENDING ACCOUNT TOTALING $12,000, A FIXED AMOUNT DETERMINED BY THEIR JOB LEVEL. THIS SPENDING ACCOUNT WAS INCLUDED IN THEIR TAXABLE WAGES. Schedule J, Part I, Line 3 Arrangement used to establish the top management official's compensation THE COMPENSATION FOR THE PRESIDENT/CEO OF PIEDMONT HENRY 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: ELIZABETH LEDDY $103,525 THOMAS ARNOLD $117,341 DAVID KENT PARTICIPATED IN A SUPPLEMENTAL NONQUALIFIED RETIREMENT PLAN BUT DID NOT RECEIVE A CURRENT YEAR PAYMENT. Schedule J, Part I, Line 7 Non-fixed payments CERTAIN EMPLOYEES PARTICIPATED IN AN "ANNUAL INCENTIVE PLAN" UNDER WHICH THEY RECEIVED NON-FIXED PAYMENTS BASED ON JOB LEVEL AND SEVERAL DIFFERENT PERFORMANCE METRICS. A HOSPITAL AUTHORITY OF HENRY COUNTY 581274549 426357GE3 2014-11-19 53420000 EMERGENCY DEPARTMENT EXPANSION & EQUIPMENT false false false A 8735000 61642037 58272853 9428 3359756 2014 false false true true A false true true true false false 0.01 0 0.01 false false 0 false true A false false false true true false 0 false false false 0 false false true A true Schedule K, Part IV, Line 2c REBATE CALCULATION THE REBATE CALCULATION FOR THE 2014 SERIES A HOSPITAL AUTHORITY OF HENRY COUNTY BOND ISSUE WAS LAST PERFORMED ON NOVEMBER 19, 2019. NO REBATE IS DUE. MS BARBARA CHAFIN FAMILY MEMBER OF JIM CHAFIN, BOARD MEMBER 38436 FISCAL YEAR COMPENSATION false Form 990, Part V, Line 1a NUMBER OF FORMS 1099 FILED ALL CALENDAR YEAR 2024 FORMS 1099 WERE FILED ON BEHALF OF PIEDMONT HENRY 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 HENRY HOSPITAL, INC. ("PHH"). Form 990, Part VI, Line 7a Members or stockholders electing members of governing body THE BOARD OF PIEDMONT HEALTHCARE, PIEDMONT HENRY HOSPITAL'S SOLE MEMBER, APPOINTS THE MEMBERS OF THE BOARD OF DIRECTORS OF PIEDMONT HENRY HOSPITAL. Form 990, Part VI, Line 7b Decisions requiring approval by members or stockholders PIEDMONT HENRY 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 HENRY 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 HENRY HOSPITAL'S FORM 990 IS COMPILED BY INDIVIDUALS IN THE ORGANIZATION'S FINANCE DEPARTMENT. THE INFORMATION IS REVIEWED BY PHH'S CONTROLLER AND VP/CFO. THE 990 IS THEN PREPARED INTERNALLY BY PIEDMONT HEALTHCARE, INC.'S TAX DEPARTMENT AND SUBMITTED TO AN EXTERNAL TAX PREPARER FOR REVIEW. PRIOR TO FILING, COPIES OF FORM 990 ARE PROVIDED TO THE BOARD OF DIRECTORS OF PIEDMONT HEALTHCARE, INC., THE ORGANIZATION'S SOLE MEMBER, FOR BOARD REVIEW. Form 990, Part VI, Line 12c Conflict of interest policy COMPLIANCE WITH THE ORGANIZATION'S CONFLICT OF INTEREST POLICY IS MONITORED AND ENFORCED BY ORGANIZATION MANAGEMENT IN COORDINATION WITH PIEDMONT HEALTHCARE'S CHIEF COMPLIANCE OFFICER. ALL SENIOR LEADERS, BOARD MEMBERS, PHYSICIAN EMPLOYEES, NURSE PRACTITIONERS/PHYSICIAN ASSISTANTS AND EMPLOYEES AND NON-EMPLOYEES ENGAGED IN RESEARCH ARE REQUIRED TO ANNUALLY DISCLOSE ALL MATTERS WHICH COULD POTENTIALLY CONSTITUTE A CONFLICT OF INTEREST. MATTERS DISCLOSED UNDER THE POLICY MUST BE REVIEWED IN WRITING BY THE PIEDMONT HEALTHCARE CONFLICT OF INTEREST COMMITTEE IN ORDER TO DETERMINE WHETHER A CONFLICT EXISTS AND, IF SO, WHETHER TO ELIMINATE OR MANAGE THE CONFLICT. ALL BOARD MEMBERS AND EMPLOYEES OF PIEDMONT HENRY 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 HENRY 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 INTERCOMPANY TRANSFER OF LIABILITIES - -6358170; UNALLOCATED EXPENSES - -3585052; BOOK/TAX DIFFERENCE - 3109; CHANGE IN UNRESTRICTED FUNDS - 162566; CHANGE IN TEMP RESTRICED FUNDS - -65863; CONTRIBUTIONS - -886; Total - -9844296; Form 990, Part VII, Section B Independent Contractor Reporting ALL CALENDAR YEAR 2024 FORMS 1099 WERE FILED ON BEHALF OF PIEDMONT HENRY 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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SEPARATE BOOKS AND RECORDS ARE NOT MAINTAINED FOR THE LIMITED LIABILITY COMPANIES AND ASSETS AND INCOME CANNOT BE READILY DETERMINED. AS SUCH, COLUMNS (D) AND (E) IN PART I HAVE BEEN LEFT BLANK.