2026-05-15T10:02:59+00:00 2025-06-30 135565207 KPMG LLP 303 Peachtree St NE Suite 2000 Atlanta GA 30308 990 2024-07-01 300999841 Piedmont Rockdale Hospital Inc PIED 7709183000 1412 MILSTEAD AVENUE CONYERS GA 30012 MARIE GAFFNEY VP CORPORATE FINANCE 2026-05-15 true true AMANDA M COON P01754645 4042223000 2026-05-15 2024 2025-03-06 01:10:19Z DR MONICA HUM 1412 MILSTEAD AVENUE CONYERS GA 30012 293280073 false X HTTPS://WWW.PIEDMONT.ORG/LOCATIONS/PIEDMONT-ROCKDALE/ X 2017 GA TO PROVIDE COMPASSIONATE AND SUSTAINABLE HEALTHCARE IN A PROGRESSIVE ENVIRONMENT. 11 8 1506 150 0 32782 28396 262879693 292177372 -89585 -2217 1057913 1074305 263880803 293277856 0 0 118765128 136093100 0 0 128295460 127005007 247060588 263098107 16820215 30179749 123229868 119469348 103508003 95640839 19721865 23828509 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 230075363 0 292188686 PIEDMONT ROCKDALE HOSPITAL ("PRH") IS A 161-BED, NON-PROFIT HOSPITAL LOCATED IN THE CITY OF CONYERS IN ROCKDALE COUNTY, GEORGIA. OVER 250 PRIMARY CARE AND SPECIALTY PHYSICIANS COMPRISE THE MEDICAL STAFF AND MEET THE PROFESSIONAL CLINICAL NEEDS OF CHILDREN, ADULTS, AND SENIORS WITHIN ROCKDALE COUNTY 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 10,929 IN-PATIENT ADMISSIONS WITH A TOTAL OF 49,626 DAYS OF IN-PATIENT HOSPITALIZATION. ER VISITS TOTALED 50,953 AND OUTPATIENT VISITS TOTALED 70,198. SURGICAL SERVICES WERE PROVIDED TO 4,540 PATIENTS. 230075363 true false false false false false false false false false true false false true true true false true false false false false false false false false true true false false true true false false false false false false false false false false false false false false false true false false false false true X 0 0 1506 true false false false false false false false false false false false false X 11 8 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 DR MONICA HUM CEO & BOARD MEMBER 55.0 0 X X 625681 0 41214 MR RICK SIMONS BOARD MEMBER/CHAIR 1.0 0 X X 0 0 0 DR BENETTA DUHART BOARD MEMBER 1.0 0 X 10750 0 0 DR MICHAEL P CECIL BOARD MEMBER 1.0 1.0 X 0 30450 0 DR NEIL EDGERTON BOARD MEMBER/VICE CHAIR 1.0 0 X 0 0 0 MR J MICHAEL BURNETT BOARD MEMBER 1.0 54.0 X 0 1225208 49250 MR ROGER CANNON BOARD MEMBER 1.0 0 X 0 0 0 MR VINCE EVANS BOARD MEMBER 1.0 0 X 0 0 0 MR WILLIE WASHINGTON BOARD MEMBER 1.0 0 X 0 0 0 MS ETHEL R BOYLE BOARD MEMBER 1.0 0 X 0 0 0 MS PAM DICKERSON 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 STEWART WITHERELL CFO 55.0 0 X 339809 0 20748 DR EFE EFEMINI CMO 40.0 0 X 477302 0 49101 MR PHILLIP CAPES EXEC. DIR. OPERATIONS 40.0 0 X 234175 0 13356 MS AMANDA MILLER DIRECTOR - PHARMACY 40.0 0 X 222674 0 24097 MS LEIGHA FALLIS CNO 40.0 0 X 280189 0 41833 MS MELANIE MCGRIFF EXEC. DIR. PATIENT SVCS 40.0 0 X 256764 0 34664 2447344 4062495 365375 169 true true false 0 28396 28396 PATIENT SERVICE REVENUE 622110 290439459 290439459 0 0 OTHER OPERATING REVENUE 900099 1737913 1737913 0 0 0 0 0 0 292177372 258226 0 0 0 258226 0 258226 0 0 258226 0 0 0 2217 0 -2217 -2217 0 0 -2217 CAFETERIA SALES 722310 804765 0 0 804765 FEE REVENUE 900099 11314 11314 0 0 0 0 0 0 816079 293277856 292188686 0 1060774 993297 238707 754590 0 110661055 99002687 11658368 0 18295539 15974385 2321154 0 6143209 5275788 867421 0 171856 0 171856 0 14700531 11957337 2743194 0 568365 45306 523059 0 13405213 10160938 3244275 0 3566320 2703271 863049 0 2916840 2706939 209901 0 6723 4199 2524 0 1682455 0 1682455 0 1408039 0 1408039 0 6072664 5645521 427143 0 2928086 2191111 736975 0 DRUGS & MEDICAL SUPPLIES 39309127 39309127 0 0 BAD DEBT EXPENSE 24431357 24431357 0 0 ADMINISTRATIVE EXPENSES 12988540 7579799 5408741 0 HOSPITAL TAX 2848891 2848891 0 0 0 0 0 0 263098107 230075363 33022744 0 20705 25883 34706653 33617354 0 0 0 0 4450074 5015101 1583152 1564348 90320731 38644458 54869443 51676273 0 0 27599841 27570389 123229868 119469348 15242869 13867217 69291119 67422510 0 0 18974015 14351112 103508003 95640839 X 19631335 23731291 90530 97218 19721865 23828509 123229868 119469348 X 30179749 -26073105 X false true true true true X 0 3419072 3419072 0 46590227 13444663 33145564 0 0 0 0 0 35838913 23466444 12372469 0 4472519 1733351 2739168 51676273 GOODWILL 27153139 UNAMORTIZED ISSUE COST 417250 27570389 Federal Income Taxes INTERUNIT PAYABLE 571887 MEDICARE PAYABLE 10513604 GRANT PAYABLE 14870 LEASE PAYABLE 829604 RECOUPMENTS PAYABLE 2421147 14351112 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 9983726 0 9983726 0.04183 9052443 6749663 2302780 0.00965 2839872 7150755 0 0.0 0 0 21876041 13900418 12286506 0.05148 41873 0 41873 0.00018 1483367 0 1483367 0.00622 0 0 0 0.0 11716 0 11716 0.00005 0 0 0 0.0 0 0 1536956 0 1536956 0.00644 0 0 23412997 13900418 13823462 0.05792 0 0 0 0.0 32989 0 32989 0.00014 30860 0 30860 0.00013 0 0 0 0.0 4300 0 4300 0.00002 0 0 0 0.0 0 0 0 0.0 1779343 0 1779343 0.00746 0 0 0 0.0 0 0 1847492 0 1847492 0.00774 true 3273402 31885512 31022713 862799 X true true 1 1 PIEDMONT ROCKDALE HOSPITAL INC 1412 MILSTEAD AVENUE CONYERS GA 30012 https://www.piedmont.org 122-726 X X X PIEDMONT ROCKDALE 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 ROCKDALE HOSPITAL APPROVED ITS IMPLEMENTATION STRATEGY FOR THE 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 ROCKDALE HOSPITAL. 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 ROCKDALE HOSPITAL. IN ADDITION TO MAKING ITS CHNA REPORTS AVAILABLE ON ITS WEBSITE AND BY REQUEST, PIEDMONT ROCKDALE 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 ROCKDALE HOSPITAL. Piedmont Rockdale 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 Rockdale 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 Rockdale identified its top health priorities: (1) Increase access to appropriate and affordable care, (2) Reduce preventable instances of chronic conditions, focusing on heart, stroke, and diabetes, (3) Reduce preventable instances and deaths from cancer, and (4) Promote healthy behaviors to reduce preventable conditions, diseases, and addictions. 0 Schedule H, Part I, Line 6a PUBLIC AVAILABILITY OF COMMUNITY BENEFIT REPORT Piedmont regularly reports its community benefit activities to the community in several ways. Each year, Piedmont prepares a systemwide community benefit report, which is available to the public on its website. Piedmont also makes its IRS Form 990 Schedule H available on its website and provides copies to anyone upon request. Piedmont also provides information on community benefit programming to local, state, and federal lawmakers through its government affairs office and online at piedmont.org. Schedule H, Part I, Line 7f PERCENT OF TOTAL EXPENSE THE DENOMINATOR USED FOR THE CALCULATION OF COLUMN (F), PERCENT OF TOTAL EXPENSE, WAS THE AMOUNT OF TOTAL FUNCTIONAL EXPENSES ON FORM 990, PART IX, LINE 25, COLUMN (A) OF $263,098,107, LESS BAD DEBT EXPENSE OF $24,431,357 FROM FORM 990, PART IX, LINE 24(B). Schedule H, Part I, Line 7 FINANCIAL ASSISTANCE AND CERTAIN OTHER COMMUNITY BENEFITS AT COST A RATIO OF PATIENT CARE COST TO CHARGES, CONSISTENT WITH WORKSHEET 2, WAS USED TO REPORT THE AMOUNTS IN PART I, LINES 7A-7D. FOR AMOUNTS ON LINES 7E-7K, ACTUAL EXPENSES FOR EACH COMMUNITY BENEFIT ACTIVITY ARE TRACED AND REPORTED USING THE ORGANIZATION'S COST ACCOUNTING SYSTEM. Schedule H, Part III LINES 2-4 - BAD DEBT EXPENSE CALCULATION AND FOOTNOTE The provision for bad debts is based upon leadership's assessment of historical and expected net collections considering business and economic conditions, trends in health care coverage, and other collection indicators. Hospital and system leadership periodically assesses the adequacy of the allowance for doubtful accounts based on historical write-off experience by payer category. The review results are then used to modify the provision for bad debts to establish an appropriate allowance for uncollectible receivables. THE AMOUNT REPORTED ON PART III, LINE 3, WAS DETERMINED BY TAKING THE AVERAGE ACCEPTANCE RATE FOR ALL CHARITY CARE APPLICATIONS RECEIVED DURING THE YEAR MULTIPLIED BY THE NUMBER OF DENIALS THAT WERE ATTRIBUTABLE TO INSUFFICIENT INFORMATION. THAT TOTAL WAS THEN ADJUSTED DOWNWARD FOR THE ORGANIZATION'S USE OF PRESUMPTIVE ELIGIBILITY WHEN DETERMINING ITS COMMUNITY BENEFITS. BAD DEBT EXPENSE FOOTNOTE FROM CONSOLIDATED, AUDITED FINANCIAL STATEMENTS: The provision for bad debts is based upon leadership's assessment of historical and expected net collections considering business and economic conditions, trends in health care coverage, and other collection indicators. Hospital and system leadership periodically assesses the adequacy of the allowance for doubtful accounts based on historical write-off experience by payer category. The review results are then used to modify the provision for bad debts to establish an appropriate allowance for uncollectible receivables. PRH PROVIDES CARE TO PATIENTS WHO MEET CERTAIN CRITERIA UNDER ITS CHARITY CARE POLICY WITHOUT CHARGE OR AT AMOUNTS LESS THAN ITS ESTABLISHED RATES. AMOUNTS DETERMINED TO QUALIFY AS CHARITY CARE ARE NOT REPORTED AS REVENUE. Schedule H, Part III, Line 8 MEDICARE SHORTFALLS AS COMMUNITY BENEFIT The amount reported in Part III, Line 6, was calculated following Schedule H instructions by utilizing allowable Medicare costs as reported in the Medicare cost report, which Piedmont bases on a cost-to-charge ratio. However, the allowable costs in the Medicare cost report do not reflect the actual cost of providing care to patients, as they exclude many direct patient care costs essential to delivering quality healthcare for Medicare patients. For example, specific coverage fees to physicians, Medicare C and D costs, and other similar direct patient care expenses are expressly excluded from allowable costs in the Medicare Cost Report. IRS Revenue Ruling 69-545 provides, in part, that hospitals serving patients with government health insurance, such as Medicare, are evidence that the hospital operates to promote health in the community. Piedmont's policy is to treat Medicare patients regardless of how much Medicare pays for the treatment. For many services, Medicare reimbursement is less than the cost of care, resulting in shortfalls that the hospital absorbs in honor of its commitment to treating elderly patients. Many of these patients live on a low, fixed income and would qualify for financial assistance or other means-tested programs, absent from their enrollment in Medicare. Schedule H, Part III, Line 9b COLLECTION PRACTICES INITIAL SCREENINGS OF ALL INPATIENT, EMERGENCY, AND SURGERY ENCOUNTERS, AS WELL AS MOST OUTPATIENT VISITS, ARE CONDUCTED BY FINANCIAL COUNSELORS IN ORDER TO IDENTIFY ANY AVAILABLE INSURANCE OR OTHER COVERAGE FOR EACH PATIENT. COUNSELORS CONTACT PATIENTS AND THEIR FAMILIES DIRECTLY, EITHER IN PERSON OR BY LETTER, TO ASSIST THE FAMILY IN IDENTIFYING ANY PROGRAMS FOR WHICH THE PATIENT/SERVICE MAY QUALIFY (INCLUDING MEDICAID, STATE CHILDREN'S HEALTH INSURANCE PROGRAM ("SCHIP"), PRIVATE OR GOVERNMENT INSURANCE COVERAGE, AND CHARITY ASSISTANCE). IF THE FAMILY CANNOT BE TIMELY LOCATED OR IS UNCOOPERATIVE, RELATED ACCOUNTS ARE TRANSFERRED TO AN INTERNAL COLLECTION DEPARTMENT FOR FURTHER ATTEMPTS TO OBTAIN PAYMENT OR, IF THE PATIENT MAY QUALIFY FOR ASSISTANCE, TO SECURE A FINANCIAL ASSISTANCE APPLICATION. THE ORGANIZATION'S DEBT COLLECTION POLICY AND PROCEDURES PROHIBIT ANY COLLECTION EFFORTS FOR THE PORTION OF A PATIENT ACCOUNT BALANCE THAT QUALIFIES FOR FINANCIAL ASSISTANCE UNDER THE ORGANIZATION'S CHARITY CARE POLICY. Schedule H, Part VI, Line 2 NEEDS ASSESSMENT As a designated 501(c)(3) nonprofit hospital, the Internal Revenue Service requires us to conduct a triennial community health needs assessment (CHNA) following regulations put forth by the IRS following the 2010 Patient Protection and Affordable Care Act (ACA). Through this assessment, Piedmont hopes to 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 Rockdale CHNA was led by the Piedmont Healthcare community benefits team and contractor Public Goods Group, with input and direction from Piedmont Hospital leadership, direct input from board members at a June 6, 2025, board meeting, and individual meetings with hospital leadership, including the hospital's chief executive officer. Additionally, key leaders from the Piedmont Healthcare system routinely weighed in on the process and outcomes. Process The CHNA defined its community as its home county due to the impact of its tax-exempt status. Property taxes comprise the hospital's largest tax-exempt segment and affect county revenues. Because of this, Piedmont aims to ensure it provides ample benefits to its county and community. Additionally, Piedmont considers patient origin, particularly for lower-income patients who qualify for financial assistance or receive Medicaid coverage. Piedmont's secondary communities are considered the areas with the highest concentration of patients fitting that criterion, including those from nearby communities. Once we established our primary community, we analyzed available public health data. This included resources from the US Census, USDA, the US Department of Education, the National Center for Education Statistics, Kaiser Family Foundation's State Health Facts, American Heart Association, County Health Rankings, and the Georgia Online Analytical Statistical Information System (OASIS). All figures are for 2023, unless otherwise noted. We conducted two community-based surveys: one targeting community leaders and another for patients and community members. Through both, local stakeholders were asked their thoughts on unmet community health needs and the hospital's role in addressing them. These stakeholders included local leaders, nonprofit representatives, elected officials, and those with unique knowledge of the challenges facing vulnerable populations. We also conducted direct interviews with 32 state and regional stakeholders and policymakers, each representing a specific group that is often adversely affected by health equity issues. Through this process, we evaluated the prevalence of issues within community-focused data, community survey results, stakeholder interviews, and benchmark analyses. Once data collection was complete, PHC community benefit and hospital leadership met to review results, evaluate trends, and identify any potential priorities. Hospital leadership then reviewed all information and established their proposed priorities for FY26, FY27, and FY28. On June 6, 2025, the PHC community benefit team and hospital leadership presented the CHNA data to the board of directors, who reviewed the data and approved the proposed priorities. These priorities are: - Increase access to appropriate and affordable care - Reduce preventable instances of chronic conditions, focusing on heart, stroke, and diabetes - Reduce preventable instances and deaths from cancer - Promote healthy behaviors to reduce preventable conditions, diseases, and addictions 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 October 5, 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 Rockdale serves patients throughout northeast Georgia, it considers its community Rockdale County, in recognition of the direct impact of the hospital's tax-exempt status on county residents. In Rockdale County, approximately 94,300 people lived in the 130-square-mile area each year from 2019 to 2023. The population density in this area, estimated at 726 people per square mile, exceeds the national average of 94 people per square mile. Rockdale County is primarily urban, with about 86% living in urban areas in 2020. The average median age of people living in the county each year from 2019 to 2023 was about 39, slightly older than the state and national averages. Nearly a quarter of the population was 18 or younger, 15% was 65 or older, and the rest was between 18 and 64. About 10% of the population was born outside the US, and 5% were not US citizens. On average, about 9% of county residents were veterans each year from 2019 to 2023. Most veterans were between 35 and 54 years old. About 12% of the county population lived with a disability on average each year from 2019 to 2023, and most of those were above the age of 65. The community is growing, and about 8,400 people moved into Rockdale County between 2010 and 2020, representing about 10% growth. With this growth comes increased diversity, as white populations have decreased while all other races and ethnicities have increased. Specifically, there was about a 30% decrease in white populations, a 38% increase in Black or African American populations, a 2% increase in Asian populations, and an 18% increase in Hispanic or Latino populations. Between 2019 and 2023, on average, nearly 14% of the county's population was uninsured. Being uninsured is generally a marker of low income, and the overwhelming majority of those who are uninsured are also within specific ranges of the federal poverty guidelines. This means these populations are also likely to face myriad other social determinants of health (SDH), like housing and food insecurity. In Rockdale County, adults ages 18 to 64 are most likely to be uninsured, reflecting a nationwide trend. From 2019 to 2023, among the county's uninsured population, 20% were adults aged 18 to 64. Additionally, nearly 23% of the county's population was covered through Medicaid, the state-federal public health insurance program for low-income children and adults. Most of these recipients were low-income children, as more than 48% of all children were enrolled in Medicaid, compared to nearly 9% of adults ages 18 to 64 and about 13% of adults 65 and older. From 2019 to 2023, the median household income was $72,349 each year, which is lower than the state and national medians of $74,664 and $78,538, respectively. Of employers in the community, in 2022, the largest sector by number of employees was retail trade, which employed more than 6,800 people at an average wage of $34,290. Construction was the next largest sector, employing about 5,200 people at an average salary of $62,425. Manufacturing was the third largest sector, employing more than 5,100 people at an average wage of $82,726. From 2019 to 2023, among the nearly 75,000 working-age residents, an average of about 47,700 were in the labor force, and the labor force participation rate was about 64%. Total unemployment in the county in September 2025 equaled nearly 2,000, or 4% of the civilian noninstitutionalized population age 16 and older. Of the approximately 34,000 total occupied households in Rockdale County, roughly 10,700 - about 32% of the population - lived in cost-burdened households annually from 2019 to 2023, meaning their housing costs were 30% or more of total household income. Renters occupied about 54% of these homes. Approximately 15% of households had costs exceeding 50% of their income, placing them in significant financial strain. In 2023, the county had a food insecurity rate of about 12%, as 11,400 community members were unsure how they would access adequate food at some point during the year. Unfortunately, many of these community members were ineligible for public assistance via SNAP, WIC (Special Supplemental Nutrition Program for Women, Infants, and Children), free or reduced-cost school meals, the Commodity Supplemental Food Program (CSFP), or the Emergency Food Assistance Program (TEFAP). In 2023, of the nearly 5,300 food-insecure children in the county, 20% were ineligible for public assistance programs. In 2023, 79% of adults aged 18 or older had a routine checkup. This measure is higher than the state and national averages of 77% and 75%, respectively. For Medicare recipients, this number rises to about 83% of adult beneficiaries, between the state and national averages. Routine checkups are critical to maintaining good health and identifying conditions that can be treated affordably in a community-based setting. Absent that, even simple-to-treat conditions can escalate to deeper issues, eventually requiring more intensive care, later-stage diagnoses, or reduced life expectancy. Dental care is crucial to health, as untreated dental conditions can lead to decay, infection, and tooth loss. In 2022, about 56% of adults in the county visited a dentist in the previous 12 months. Heart disease is the leading cause of death in Rockdale County. Between 2019 and 2023, the age-adjusted death rate was about 185 deaths for every 100,000 people, which is lower than both state and national averages. We see similar trends with stroke deaths. Between 2019 and 2023, there were more than 200 deaths due to stroke, resulting in an approximate age-adjusted death rate of 46 deaths per 100,000 people, on par with the state rate of approximately 46. The hospitalization rates for heart disease and stroke among Medicare recipients have decreased steadily over the last five years, though they are still high. The average cardiovascular disease hospitalization rate from 2019 to 2021 was 11 hospitalizations per 1,000 Medicare beneficiaries, slightly higher than the state and national rate of about 10. The hospitalization rate for stroke is nearly nine per 1,000 Medicare beneficiaries, which is on par with the state rate. In 2021, about 7,000 of the county's adults aged 20 and older had diabetes, equaling 9% of the county's population, which was on par with the national rate. 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, about 4% of the county's population had a diagnosis of kidney disease, a rate higher than the state and national percentages. In 2023, 33% of adults aged 18 and older reported having high cholesterol. Too much cholesterol increases the risk of heart disease and stroke, two of the leading causes of death within the county. That same year, 40% 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 Rockdale provided $9,983,726 in direct financial assistance and $2,302,780 in coverage to address Medicaid shortfalls. To help these patients and all community members, Piedmont continued to expand the Empowering You platform to connect them with resources to address social drivers of health issues. Powered by FindHelp.org, Piedmont clinicians and case managers can search and refer patients to supporting organizations. Also, in FY25, Piedmont Rockdale trained future health professionals for approximately $1,483,367. This included the in-house training for residents, physicians' assistants, nurse practitioners, and other healthcare professionals. During FY25, Piedmont Rockdale strengthened its community presence by pairing practical prevention-focused education with hands-on engagement, workforce development, and sustained partnerships that expanded access to care across Conyers and Rockdale County. A major theme throughout the year was community education, especially around prevention and early detection. Physicians, nurses, and program leaders delivered a steady cadence of Lunch and Learn sessions for employers, civic groups, and senior center audiences. These conversations covered colorectal cancer screening, diabetes prevention and self-management, men's health, innovations in lung cancer detection, women's heart health, stroke warning signs, and healthy lifestyle strategies. In addition to formal presentations, Piedmont Rockdale created interactive learning opportunities that helped people connect the dots between risk factors, symptoms, and next steps, often encouraging participants to schedule appropriate screenings or follow up with a provider. To make screening guidance and prevention messaging more tangible, Piedmont Rockdale also leaned into creative, high-visibility outreach. A live, walk-through colon exhibit brought colon cancer education to life for community groups and students, reinforcing the importance of timely screening in an approachable, memorable way. The hospital also hosted a robotics showcase that highlighted advanced tools for earlier lung cancer detection and for keeping care closer to home. At large-scale employee wellness events and community gatherings, Piedmont Rockdale shared information on smoking cessation, cardiovascular care, women's heart programs, and oncology services-meeting hundreds of residents where they already were and answering questions one-on-one. Women's services remained a strong focal point in FY25, with education and support offered for parents and parents-to-be. Prenatal education options included virtual childbirth preparation classes that guided families through labor stages, comfort measures, and common interventions, and breastfeeding education that helped parents build confidence and address early concerns. Piedmont Rockdale also hosted a baby-focused community fair that connected families to local resources, offered safety education such as car seat checks, and provided additional guidance on medication safety-supporting healthy starts for both moms and newborns. Support didn't stop at education. Piedmont Rockdale continued to offer ongoing groups and programs that walk alongside patients and caregivers beyond the hospital stay. Community-facing bereavement and infant-loss support, diabetes education offerings-including volunteer instruction at a free clinic-and stroke-related support connections helped ensure residents had reliable guidance and encouragement as they navigated complex health challenges. The hospital also partnered with Eat Right Atlanta to bring fresh, affordable produce to campus through a recurring farmers market, reinforcing healthy eating habits for staff, patients, and visitors. FY25 also reflected a strong commitment to building the future healthcare workforce. Piedmont Rockdale engaged students through career-day participation, mock interviews, and experiential learning tied to local school programs. Youth leadership groups toured hospital departments, met emergency and air transport teams, and practiced hands-only CPR. The hospital also supported clinical pathway programs by donating supplies to healthcare and surgical technology classes, enabling students to learn with materials similar to those used by professionals. Even volunteer teen programming included skill-building Lunch and Learns-introducing students to specialties such as surgery, respiratory care, wound care, and women's services through hands-on demonstrations and career-pathway discussions. Civic partnership and public safety collaboration were equally visible throughout the year. Piedmont Rockdale supported first responders through targeted screening initiatives, participation in community safety planning, and event support during extreme heat-such as staffing first-aid resources at a large public celebration while educating attendees on hydration, heat-illness warning signs, and stroke and heart-attack symptoms. The hospital also recognized and supported law enforcement and emergency communications teams through appreciation efforts, sponsorships, and community-facing events in partnership with local agencies. Beyond direct education and service delivery, Piedmont Rockdale served as a community hub by providing meeting space for organizations focused on civic engagement, maternal health, and equity-driven community improvement. The hospital hosted recurring meetings for groups such as the NAACP, the National Council of Negro Women, Delta Sigma Theta, and prenatal support initiatives, reinforcing its role as a consistent partner and trusted gathering place. Leaders and staff also represented the hospital through board and committee service tied to economic development, children and family support networks, emergency preparedness, and workforce readiness. Finally, FY25 included meaningful service and giving efforts-from coat drives supporting children in need, to food and supply drives benefiting local relief organizations and domestic violence shelters, to blood drives that increased access to lifesaving donations. Piedmont Rockdale also ran awareness initiatives that sparked everyday conversations about organ and tissue donation and maternal health equity, pairing visible on-campus activations with community donation efforts. Overall, FY25 showed Piedmont Rockdale operating as more than a hospital-it served as an educator, partner, convener, and advocate. Through prevention and screening education, expanded support for families and patients, workforce pipeline development, and deep civic collaboration, Piedmont Rockdale helped strengthen the health and well-being of Rockdale County in practical, community-centered ways. Schedule H, Part VI, Line 6 AFFILIATED HEALTH CARE SYSTEM Piedmont Rockdale 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 ROCKDALE 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 ROCKDALE 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 ROCKDALE HOSPITAL, INC.: Line 16c URL: https://www.piedmont.org/patients-and-visitors/billing-and-financial-resources#financialassistance; X true true false true false false false false false true false DR MONICA HUM CEO & BOARD MEMBER 393189 0 186890 0 45602 0 20635 0 20579 0 666895 0 0 0 MR J MICHAEL BURNETT BOARD MEMBER 0 645220 0 407032 0 172956 0 20700 0 28550 0 1274458 0 98277 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 STEWART WITHERELL CFO 253306 0 75238 0 11265 0 600 0 20148 0 360557 0 0 0 MR PHILLIP CAPES EXEC. DIR. OPERATIONS 180475 0 31640 0 22060 0 12817 0 539 0 247531 0 0 0 DR EFE EFEMINI CMO 338938 0 101281 0 37083 0 20700 0 28401 0 526403 0 0 0 MS LEIGHA FALLIS CNO 213646 0 64731 0 1812 0 13827 0 28006 0 322022 0 0 0 MS MELANIE MCGRIFF EXEC. DIR. PATIENT SVCS 200903 0 36392 0 19469 0 14257 0 20407 0 291428 0 0 0 MS AMANDA MILLER DIRECTOR - PHARMACY 196569 0 23089 0 3016 0 13336 0 10761 0 246771 0 0 0 Schedule J, Part I, Line 1a Discretionary spending account THOMAS ARNOLD, ELIZABETH LEDDY, J. MICHAEL BURNETT, AND DR. MONICA HUM 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 ROCKDALE HOSPITAL IS SET BY THE ENTITY'S PARENT, PIEDMONT HEALTHCARE, INC. PLEASE SEE THE SCHEDULE O NARRATIVE FOR FORM 990, PART VI, SECTION B, LINE 15A & 15B FOR ADDITIONAL INFORMATION. Schedule J, Part I, Line 4b Supplemental nonqualified retirement plan THE FOLLOWING INDIVIDUALS RECEIVED PAYMENTS FROM THEIR SUPPLEMENTAL EXECUTIVE RETIREMENT PLANS: THOMAS ARNOLD $117,341 ELIZABETH LEDDY $103,525 J. MICHAEL BURNETT $98,277 DR. MONICA HUM 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 DEVELOPMENT AUTHORITY OF ROCKDALE COUNTY 521338356 773008BN6 2019-11-07 64565000 NEW ASSET PURCHASE false false false A 3350000 75851774 75851774 2019 false false true true A false false false false false false 0.01 0 0.01 false false 0 false true A false true false false false false 0 false false false 0 false false true A true Form 990, Part V, Line 1a NUMBER OF FORMS 1099 FILED ALL CALENDAR YEAR 2024 FORMS 1099 WERE FILED ON BEHALF OF PIEDMONT ROCKDALE 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 ROCKDALE HOSPITAL ("PRH"). Form 990, Part VI, Line 7a Members or stockholders electing members of governing body THE BOARD OF PIEDMONT HEALTHCARE, PIEDMONT ROCKDALE HOSPITAL'S SOLE MEMBER, APPOINTS THE MEMBERS OF THE BOARD OF DIRECTORS OF PIEDMONT ROCKDALE HOSPITAL. Form 990, Part VI, Line 7b Decisions requiring approval by members or stockholders PIEDMONT ROCKDALE 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 ROCKDALE 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 ROCKDALE HOSPITAL'S FORM 990 IS COMPILED BY INDIVIDUALS IN THE ORGANIZATION'S FINANCE DEPARTMENT. THE INFORMATION IS REVIEWED BY PRH'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 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 ROCKDALE 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 CHIEF COMPLIANCE OFFICER 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 ROCKDALE 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 CHANGE IN TEMP - 6687; INTERCOMPANY TRANSFERS - -18465215; UNALLOCATED EXPENSES - -7646535; CONTRIBUTIONS - 3637; CHANGE IN UNRESTRICTED - 28321; Total - -26073105; Form 990, Part VII, Section B Independent Contractor Reporting ALL CALENDAR YEAR 2024 FORMS 1099 WERE FILED ON BEHALF OF PIEDMONT ROCKDALE 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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