2026-05-15T10:22:43+00:00 2025-06-30 135565207 KPMG LLP 303 Peachtree St NE Suite 2000 Atlanta GA 30308 990 2024-07-01 580566213 Piedmont Hospital Inc PIED 4044251303 1968 PEACHTREE ROAD NW ATLANTA GA 30309 MARIE GAFFNEY VP CORPORATE FINANCE 4702716007 2026-05-15 true true AMANDA M COON P01754645 4042223000 2026-05-15 2024 2025-03-06 01:10:19Z DR PATRICK BATTEY 1968 PEACHTREE ROAD NW ATLANTA GA 30309 1872522423 false X HTTPS://WWW.PIEDMONT.ORG/LOCATIONS/PIEDMONT-ATLANTA X 1905 GA TO PROVIDE COMPASSIONATE AND SUSTAINABLE HEALTHCARE IN A PROGRESSIVE ENVIRONMENT. 15 10 5511 575 4604271 1938963 690896 388164 1658796248 1841456657 2211051 3829295 23644072 25606683 1685342267 1871280799 434067 0 429424348 502089842 0 0 1038610558 1100805569 1468034906 1603329478 217307361 267951321 2233352117 2345229049 938737837 916877987 1294614280 1428351062 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 1458740987 434067 1843075503 PIEDMONT HOSPITAL ("PH") IS A 643-BED FACILITY THAT HAS BEEN SERVING THE CITY OF ATLANTA IN FULTON COUNTY, GEORGIA, FOR MORE THAN A CENTURY. OVER 1,000 PRIMARY CARE AND SPECIALTY PHYSICIANS ON THE MEDICAL STAFF MEET THE PROFESSIONAL CLINICAL NEEDS OF CHILDREN, ADULTS, AND SENIORS WITHIN THE CITY 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 29,970 IN-PATIENT ADMISSIONS WITH A TOTAL OF 179,424 DAYS OF IN-PATIENT HOSPITALIZATION. ER VISITS TOTALED 67,295 AND OUTPATIENT VISITS TOTALED 349,248. SURGICAL SERVICES WERE PROVIDED TO 26,248 PATIENTS. 1458740987 true true false false false false false false false true 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 false false false false false false true true false false false false true X 0 0 5511 true true true false false false false false false false false false true false X 15 10 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 PATRICK BATTEY CEO & BOARD MEMBER 54.0 1.0 X X 1472146 0 37373 MS LILA HERTZ BOARD MEMBER/CHAIR 1.0 0 X X 0 0 0 DR ADAM NOWLAN BOARD MEMBER 1.0 1.0 X 0 13513 0 DR ARCHIE ROBERTS BOARD MEMBER 1.0 0 X 0 0 0 DR CHRISTINE ZURAWSKI BOARD MEMBER 1.0 1.0 X 0 1200 0 DR ERIN DUNBAR BOARD MEMBER 1.0 39.0 X 0 977495 36468 DR JOHN DALTON BOARD MEMBER 1.0 0.0 X 0 300 0 DR JYOTI SHARMA BOARD MEMBER 1.0 39.0 X 0 672486 49731 DR RASHAD RICHEY BOARD MEMBER 1.0 0 X 0 0 0 MR ANDY MCGHEE BOARD MEMBER 1.0 0 X 0 0 0 MR BERT LEVY BOARD MEMBER 1.0 0 X 0 0 0 MR BRETT SAMSKY BOARD MEMBER 1.0 0 X 0 0 0 MR KEVIN BROWN BOARD MEMBER & CEO, PHC 1.0 54.0 X 0 4379324 49250 MR WILLIAM SHAHEEN BOARD MEMBER 1.0 0 X 0 0 0 MS KATHIE MCCLURE 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 JOSHUA ROBERTS COO 55.0 0 X 484352 0 31015 MS SHERYL KLINK CFO 55.0 0 X 637960 0 49250 MR ANDY JAFFAL CMO 40.0 0 X 610167 0 49250 MR JOSEPH SPRINKLE VP IMAGING SVCS SYSTEM 40.0 0 X 348700 0 26323 MS GABRIELLA WHEELER DIR. - TRANSPLANT IMMUNOLOGY 40.0 0 X 320714 0 43216 MS HARRIET WELLS MGR. - REGIONAL PHYSICS 40.0 0 X 325694 0 29280 MS KELLY FRILOT CNO 40.0 0 X 341536 0 26510 4541269 8851155 518778 857 false true false 0 388164 388164 HEALTHCARE SERVICES 621110 1823129980 1823129980 0 0 LAB REVENUE 621500 5875308 3340790 2534518 0 PARKING REVENUE 900099 4870820 0 0 4870820 OTHER OPERATING REVENUE 900099 579456 579456 0 0 GEORGIA STRONG 900099 7001093 7001093 0 0 0 0 0 0 1841456657 3829815 0 1927450 1902365 20283588 0 16241 0 20267347 0 20267347 0 142303 20125044 0 1224863 0 1225383 0 -520 -520 0 0 -520 CAFETERIA 722210 2683175 0 0 2683175 FITNESS CENTER 713940 1037315 0 0 1037315 OTHER REVENUE 900099 991055 991055 0 0 627791 627791 0 0 5339336 1871280799 1835670165 4604271 30618199 X 434067 434067 2706028 2549349 156679 0 394270385 371442130 22828255 0 78616991 74065067 4551924 0 26496438 24962293 1534145 0 2747821 0 2747821 0 189190 0 189190 0 174059894 163131236 10928658 0 3013787 2260340 753447 0 67320395 66992559 327836 0 22473404 16855053 5618351 0 29956878 24830378 5126500 0 184682 164580 20102 0 25705732 0 25705732 0 8260493 0 8260493 0 67901730 50926297 16975433 0 10888741 0 10888741 0 MEDICAL SUPPLIES AND DRUGS 431700478 431700478 0 0 BAD DEBT EXPENSE 154306684 154306684 0 0 INTERCOMPANY ALLOCATION 59355479 35613287 23742192 0 GA PROVIDER FEE 17251385 17251385 0 0 25488796 21255804 4232992 0 1603329478 1458740987 144588491 0 33862067 41170514 4460179 618091 226751024 233344444 0 0 0 0 33726534 33771988 7395285 8802532 1692274303 1033617476 699044176 658656827 1182836948 1324271409 7104272 6211772 0 22054273 22002991 16117359 16378481 2233352117 2345229049 140131489 146921700 640330585 627246907 0 0 34322524 33674806 123953239 109034574 938737837 916877987 X 1234486730 1366654129 60127550 61696933 1294614280 1428351062 2233352117 2345229049 X 267951321 -905759 -133308780 X false true true false X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED 1180189896 142552628 1294530 1321447994 1077347047 103942363 1099514 1180189896 991244442 87030371 927766 1077347047 1117321306 -125227846 849018 991244442 864862318 50000 253045578 636590 1117321306 1.0 0.0 0.0 true false 0 22830298 22830298 0 747385903 348689988 398695915 0 16360395 16358547 1848 0 768699827 629096162 139603665 0 136997880 39472779 97525101 658656827 Federal Income Taxes INTEREST RATE SWAPS 5590262 OTHER DEFERRALS 103444312 109034574 X 0 0 0 0 0 0 0 0 0 0 0 0 Schedule D, Part V, Line 4 Intended uses of endowment funds ASSETS LIMITED AS TO USE PRIMARILY INCLUDE ASSETS UNDER INDENTURE AGREEMENTS AND DESIGNATED ASSETS SET ASIDE BY THE BOARD OF DIRECTORS FOR FUTURE CAPITAL ACQUISITIONS. THE BOARD RETAINS CONTROL OF DESIGNATED ASSETS AND MAY AT ITS DISCRETION SUBSEQUENTLY USE THESE ASSETS FOR OTHER PURPOSES. 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 24635231 0 24635231 0.01700 30353971 17977670 12376301 0.00854 17157386 5517060 11640326 0.00803 0 0 72146588 23494730 48651858 0.03358 39839 0 39839 0.00003 5114439 0 5114439 0.00353 500426 0 500426 0.00035 414457 0 414457 0.00029 40000 0 40000 0.00003 0 0 6109161 0 6109161 0.00422 0 0 78255749 23494730 54761019 0.03779 0 0 0 0.0 0 0 0 0.0 65810 0 65810 0.00005 0 0 0 0.0 0 0 0 0.0 0 0 0 0.0 0 0 0 0.0 1344 0 1344 0.00000 0 0 0 0.0 0 0 67154 0 67154 0.00005 true 13142035 266684238 299292978 -32608740 X true true PEACHTREE ORTHOPAEDIC SURGERY CENTER AT PIEDMONT LLC ORTHOPEDIC SURGERY 0.0015 0 0.0085 DIGESTIVE HEALTHCARE OF GEORGIA ENDOSCOPY CENTER LLC ENDO/GI SURGERY 0.0015 0 0.0085 1 1 PIEDMONT HOSPITAL INC 1968 PEACHTREE ROAD NW ATLANTA GA 30309 HTTPS://WWW.PIEDMONT.ORG 060-139 X X X PIEDMONT 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 HOSPITAL APPROVED ITS IMPLEMENTATION STRATEGY FOR THE THREE-YEAR 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 HOSPITAL, INC.. As part of our process, we conducted two community-based surveys: one targeting community leaders and another for patients and community members. Through both, local stakeholders were asked their thoughts on unmet community health needs and the hospital's role in addressing them. These stakeholders included local leaders, nonprofit representatives, elected officials, and those with unique knowledge of the challenges facing vulnerable populations. We also conducted direct interviews with 32 state and regional stakeholders and policymakers, each representing a specific group that is often adversely affected by health equity issues. These included local and regional public health entities, minority populations, faith-based communities, directors of both food banks and homeless shelters, elected officials, charitable clinic directors, and others representing our most vulnerable patients. Piedmont Healthcare leadership and leadership and boards from all 19 hospitals were actively informed and engaged throughout this process. Piedmont Healthcare's Chief Public Policy Officer served as executive sponsor of the CHNA. Schedule H, Part V, Section B, Line 7 Facility , 1 Facility , 1 - PIEDMONT HOSPITAL, INC.. IN ADDITION TO MAKING ITS CHNA AVAILABLE ON ITS WEBSITE AND BY REQUEST, PIEDMONT 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 HOSPITAL, INC.. Piedmont Hospital 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 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 Hospital identified its top health priorities: (1) Increase access to appropriate and affordable care, (2) Reduce preventable instances of chronic conditions, with a focus on diabetes, heart disease, and hypertension, and (3) Reduce preventable instances and deaths from cancer. 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 $1,603,329,478, LESS BAD DEBT EXPENSE OF $154,306,684 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. PIEDMONT HOSPITAL 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. Piedmont believes its Medicare shortfall reported in Part III, Line 7 of Schedule H, should be considered a community benefit as the IRS community benefit standard includes providing care to the elderly and Medicare patients. IRS Revenue Ruling 69-545 provides, in part, that hospitals serving patients with government health insurance, such as Medicare, are evidence that the hospital operates to promote health in the community. Piedmont's policy is to treat Medicare patients regardless of how much Medicare pays for the treatment. For many services, Medicare reimbursement is less than the cost of care, resulting in shortfalls that the hospital absorbs in honor of its commitment to treating elderly patients. Many of these patients live on a low, fixed income and would qualify for financial assistance or other means-tested programs, absent from their enrollment in Medicare. Schedule H, Part III, Line 9b COLLECTION PRACTICES INITIAL SCREENINGS OF ALL INPATIENT, EMERGENCY, AND SURGERY ENCOUNTERS, AS WELL AS MOST OUTPATIENT VISITS, ARE CONDUCTED BY FINANCIAL COUNSELORS IN ORDER TO IDENTIFY ANY AVAILABLE INSURANCE OR OTHER COVERAGE FOR EACH PATIENT. COUNSELORS CONTACT PATIENTS AND THEIR FAMILIES DIRECTLY, EITHER IN PERSON OR BY LETTER, TO ASSIST THE FAMILY IN IDENTIFYING ANY PROGRAMS FOR WHICH THE PATIENT/SERVICE MAY QUALIFY (INCLUDING MEDICAID, STATE CHILDREN'S HEALTH INSURANCE PROGRAM ("SCHIP"), PRIVATE OR GOVERNMENT INSURANCE COVERAGE, AND CHARITY ASSISTANCE). IF THE FAMILY CANNOT BE TIMELY LOCATED OR IS UNCOOPERATIVE, RELATED ACCOUNTS ARE TRANSFERRED TO AN INTERNAL COLLECTION DEPARTMENT FOR FURTHER ATTEMPTS TO OBTAIN PAYMENT OR, IF THE PATIENT MAY QUALIFY FOR ASSISTANCE, TO SECURE A FINANCIAL ASSISTANCE APPLICATION. THE ORGANIZATION'S DEBT COLLECTION POLICY AND PROCEDURES PROHIBIT ANY COLLECTION EFFORTS FOR THE PORTION OF A PATIENT ACCOUNT BALANCE THAT QUALIFIES FOR FINANCIAL ASSISTANCE UNDER THE ORGANIZATION'S CHARITY CARE POLICY. Schedule H, Part VI, Line 2 NEEDS ASSESSMENT As a designated 501(c)(3) nonprofit hospital, the Internal Revenue Service requires us to conduct a triennial community health needs assessment (CHNA) following regulations put forth by the IRS following the 2010 Patient Protection and Affordable Care Act (ACA). Through this assessment, Piedmont hopes to 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 Atlanta 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 17, 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. Finally, we 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 17, 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, with a focus on diabetes, heart disease, and hypertension. - Reduce preventable instances and deaths from cancer. 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 16, 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 Atlanta serves patients from Georgia and beyond, we consider our community to be Fulton County. We do this in recognition of the direct impact of our tax-exempt status on county residents. In Fulton County, an average of 1,068,507 people lived in the 526.75-square-mile area each year from 2019 to 2023. The population density in this area, estimated at 2,029 people per square mile, is the highest in the state, as expected. The county is growing, with a 16% increase in total population between 2010 and 2020. Hispanic or Latino populations saw the highest jump at 19%. Fulton County is almost entirely urban, with only 1% of the population living in rural areas in 2020. The average median age of people living slightly in the county each year from 2019 to 2023 was 36, a little younger than the state and national averages. About 21% of the population was 18 or younger, 12% was over 65, and the rest was between 18 and 64. About 14% of the population was born outside the US, and 7% did not have US citizenship. On average, about 5% of county residents were veterans each year from 2019 to 2023, and most were between the ages of 35 and 54. About 10% of the county population lived with a disability, and most were over the age of 65. On average, about 6% of the county's population aged 25 and older lacked a high school diploma each year from 2019 to 2023, a relevant indicator because educational attainment is directly tied to positive health outcomes. Black or African American populations were most likely not to hold a high school diploma, at about five times the rate of their white counterparts. Hispanic or Latino populations were nearly twice as likely not to have a high school diploma. On average, between 2019 and 2023, 10% 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, meaning these populations are also likely to face myriad other social drivers of health (SDOH), like housing and food insecurity. In Fulton County, adults ages 18 to 64 are most likely to be uninsured, reflecting a nationwide trend. From 2019 to 2023, among the 10% of the county's uninsured population, 13% were adults aged 18 to 64. Additionally, nearly 17% 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: 35% were enrolled in Medicaid, compared with 8% of adults ages 18 to 64 and 18% of adults 65 and older. From 2019 to 2023, the median household income was $91,490, above the state and national median incomes of $74,664 and $78,538, respectively. Income disparities are evident when broken down by the four dominant races in the community. Of employers in the community, in 2022, the largest sector by number of employees was professional, scientific, and technical services, which employed nearly 168,000 people at an average wage of $118,102. Finance and insurance was the next largest sector, employing about 112,300 people at an average salary of $126,998. Administrative and support, waste management, and remediation services were the third largest sector, employing about 112,100 people at an average wage of $71,385. As of September 2025, of the more than 600,531 people in the labor force, about 579,100 were employed, resulting in an unemployment rate of about 4% of the county population. This indicator is relevant because unemployment creates financial instability and barriers to access, including insurance coverage, health services, healthy food, and other necessities, contributing to poor health status. In Fulton County, an average of nearly 54,800 households received SNAP benefits from 2019 to 2023, representing 12% of the total population. Of all households in Fulton County, one-third were cost-burdened, meaning their housing costs were 30% or more of their total household income. About 65% of these homes were occupied by renters. Approximately 16% of households had costs exceeding 50% of their income, placing them in significant financial strain, higher than both the state and national rates. The county has a food insecurity rate of about 14%, as nearly 146,200 community members were unsure how they would access adequate food at some point over the last year. Unfortunately, many of these community members are 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 40,610 food-insecure children in the county, 30% were ineligible for public assistance programs. Communities lacking access to affordable, nutritious food are known as "food deserts." The county has 44 food desert census tracts, meaning about 210,000 people lack ready access to healthy food. Low food access means living more than one mile (urban) or 10 miles (rural) from the nearest supermarket, supercenter, or large grocery store. This indicator is relevant because it highlights populations and geographies facing food insecurity. In 2023, 78% of adults aged 18 or older saw a doctor for a routine checkup, above the state average. For Medicare recipients, this number increases to 79% of adult beneficiaries, which is below both 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. As with most other indicators, race and income play a significant role in this. White populations are far more likely to receive preventative care than their Black counterparts (69% among Black populations compared to 83% among white populations), and those with insurance are also much more likely to go to the doctor for a routine checkup than those without insurance. In 2020, about 53% of men and 42% of women aged 65 and older were up to date on their core preventative services, including routine cancer screenings, vaccinations, and other age-appropriate services. Both statistics are below state and national averages. Heart disease is the leading cause of age-adjusted death in Fulton County. Between 2019 and 2023, there were approximately 7,300 deaths attributed to heart disease. The age-adjusted death rate was about 135.5 deaths for every 100,000 people, which is better than both state and national averages and is a rate that has decreased steadily over the last 10 years. There are similar trends with stroke deaths. Between 2019 and 2023, there were more than 2,100 deaths due to stroke, resulting in an age-adjusted death rate of 40 deaths per 100,000 people, below the state and national rates of approximately 46 and 48 deaths, respectively. As with heart disease, this rate has decreased steadily over the last 10 years. 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 yearly average rate of hospitalizations for cardiovascular disease between 2019 and 2021 was 6 per 1,000 Medicare beneficiaries, which is lower than the state and national rates of about 10 and 10, respectively. The hospitalization rate for stroke is lower than state and national rates: 8 hospitalizations per 1,000 Medicare beneficiaries, about on par with the state rate of 9 and the national rate of 8. In 2021, 73,918 of the county's adults aged 20 and older had diabetes, representing nearly 9% of the county's population, which was lower 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. This figure has increased steadily year over year. Chronic kidney disease, also called chronic kidney failure, involves a gradual loss of kidney function. Kidneys filter waste and excess fluids from the blood, which are then removed in the urine. Advanced chronic kidney disease can cause dangerous levels of fluid, electrolytes, and waste to build up in the body. In 2021, approximately 3% of the county's population had a diagnosis of kidney disease, a rate on par with the state and national percentage rates. Schedule H, Part VI, Line 4 COMMUNITY INFORMATION, CONTINUED In 2023, 32% 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. That same year, 33% 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 Atlanta provided $24,635,231 in direct financial assistance and $12,376,301 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 Atlanta trained future health professionals for approximately $5,114,439. This included the in-house training for residents, physicians' assistants, nurse practitioners, and other health professionals. During FY25, the Piedmont Atlanta team supported and participated in a diverse range of educational, clinical, and community-focused initiatives to improve health awareness, advance medical knowledge, and strengthen community connections. Throughout the year, multiple medical education programs provided valuable learning opportunities for both clinicians and the public. The Barber Breast Cancer Fund Community Lecture reached approximately 200 attendees and focused on breast cancer prevention and the importance of early detection. The Brain Tumor Conference offered education on brain tumor recognition and current treatment options, while the Piedmont Transplant Institute's Clinical Management of Liver Disease program addressed best practices in managing liver disease. The Kidney Lupus Event: Lupus and the Kidneys-Understanding Early Detection further expanded clinical education by highlighting early warning signs, current research trials, diagnostic testing, and available patient resources. Professional training was also a key focus. The UGA/NFL Sports Injury Event provided a two-day, clinic-based training on emergency response to sports-related injuries. In addition, the Accreta & Hemorrhage Conference emphasized hemorrhage prevention strategies, and the 16th Annual Pulmonary Conference highlighted the latest advances in pulmonary medicine. Community education and outreach remained a priority. Fourth-grade students participated in respiratory health training that introduced them to the respiratory system and healthy lifestyle behaviors. Participation in PanCAN PurpleStride supported pancreatic cancer awareness, while involvement in Susan G. Komen and 4Kira4Moms reinforced commitments to breast health and maternal health advocacy. Public safety and wellness initiatives included a Women's Self-Defense Class, in which two trainers delivered four hours of instruction on practical self-defense techniques. The class was open to the public and attended by approximately eleven to twelve participants. Leadership development and community engagement were highlighted at the 21st Century Leaders Program Day, which featured Dr. Battey, Dr. Sharma, and Piedmont staff volunteer tour guides. The NICU Reunion, held for families whose children had graduated from the Piedmont Atlanta NICU, brought together parents, children, and care teams. The event was supported by Lori Walker, Director of Women's Services, along with approximately 25 staff members from Women's Services leadership, nursing, respiratory therapy, speech therapy, and medical providers. Planning required an estimated 40 hours, plus an additional five hours on the event day. The year also included a Pre-Missionary Trip Meeting in the Shaheen Auditorium led by Dr. Kauten. Collectively, these FY25 activities reflect a sustained commitment to education, prevention, clinical excellence, leadership development, and meaningful community engagement across diverse populations. Schedule H, Part VI, Line 6 AFFILIATED HEALTH CARE SYSTEM Piedmont Atlanta 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 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 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 HOSPITAL, INC.: Line 16c URL: https://www.piedmont.org/patients-and-visitors/billing-and-financial-resources#financialassistance; true Healthcare scholarships and award disbursements 173 434067 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 DR PATRICK BATTEY CEO & BOARD MEMBER 819227 0 404705 0 248214 0 20700 0 16673 0 1509519 0 124206 0 MR KEVIN BROWN BOARD MEMBER & CEO, PHC 0 2013423 0 1649709 0 716192 0 20700 0 28550 0 4428574 0 486102 DR ERIN DUNBAR BOARD MEMBER 0 813645 0 0 0 163850 0 19544 0 16924 0 1013963 0 0 DR JYOTI SHARMA BOARD MEMBER 0 529936 0 0 0 142550 0 20700 0 29031 0 722217 0 0 MR THOMAS ARNOLD TREASURER/CFO PHC 0 772322 0 459587 0 239967 0 20700 0 26087 0 1518663 0 117341 MS ELIZABETH LEDDY SECRETARY/CLO PHC 0 677829 0 468450 0 188682 0 20700 0 23625 0 1379286 0 103525 MS SHERYL KLINK CFO 486957 0 121922 0 29081 0 20700 0 28550 0 687210 0 0 0 MR JOSHUA ROBERTS COO 379707 0 93359 0 11286 0 19815 0 11200 0 515367 0 0 0 MS KELLY FRILOT CNO 273260 0 67203 0 1073 0 15476 0 11034 0 368046 0 0 0 MR ANDY JAFFAL CMO 444472 0 111526 0 54169 0 28550 0 20700 0 659417 0 0 0 MR JOSEPH SPRINKLE VP IMAGING SVCS SYSTEM 252062 0 52358 0 44280 0 15393 0 10930 0 375023 0 0 0 MS HARRIET WELLS MGR. - REGIONAL PHYSICS 308020 0 15309 0 2365 0 18345 0 10935 0 354974 0 0 0 MS GABRIELLA WHEELER DIR. - TRANSPLANT IMMUNOLOGY 288795 0 29633 0 2286 0 19940 0 23276 0 363930 0 0 0 Schedule J, Part I, Line 1a Discretionary spending account THOMAS ARNOLD, DR. PATRICK BATTEY, AND ELIZABETH LEDDY RECEIVED A DISCRETIONARY SPENDING ACCOUNT TOTALING $12,000, A FIXED AMOUNT DETERMINED BY THEIR JOB LEVEL. KEVIN BROWN RECEIVED A DISCRETIONARY SPENDING AMOUNT TOTALING $37,700. 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 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: KEVIN BROWN $486,102 PATRICK BATTEY $124,206T HOMAS ARNOLD $117,341 ELIZABETH LEDDY $103,525 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 FULTON COUNTY 581506878 36005FGE9 2019-11-07 283775000 BUILDING false false false B DEVELOPMENT AUTHORITY OF FULTON COUNTY 582629223 000000000 2014-11-19 64095000 (SEE STATEMENT) false false false C DEVELOPMENT AUTHORITY OF FULTON COUNTY 581506878 3599006J1 2014-11-19 23635000 (SEE STATEMENT) false false false D DEVELOPMENT AUTHORITY OF FULTON COUNTY 582629223 3599008H3 2016-11-16 197555000 CONSTRUCTION false false false A 307712331 307712331 2021 false false false true B 21270000 64095000 64095000 2014 true false true true C 26008208 651 26007557 2014 false false true true D 26805000 216997587 193876754 3348 23117485 2020 true false true true A false true false false false false 0.01 0 0.01 true false 0 false true B false true true true false false 0.01 0 0.01 false false 0 false true C false false true true false false 0.01 0 0.01 false false 0 false true D false true true true false false 0.01 0 0.01 true false 0 false true A false true false false false false 0 false false false 0 false false true B false false false true true false 0 false false false 0 false false true C false false false true true false 0 false false false 0 false false true D false false false true false false 0 false false false 0 false false true A true B true C true D true Schedule K, Part I, Column (f) DESCRIPTION OF PURPOSE ISSUER NAME: DEVELOPMENT AUTH OF FULTON CO BOND B: PROCEEDS WERE USED TO REFINANCE THE SERIES 2009B BOND THAT WAS ISSUED ON 11/23/2009. BOND C: CONSTRUCTION/PURCHASE OF EQUIPMENT BOND D: A PORTION OF THE PROCEEDS WERE USED TO REFINANCE THE SERIES 2009A BOND THAT WAS ISSUED ON NOVEMBER 24, 2009. Schedule K, Part IV, Line 2c COLUMN B Issuer name: DEVELOPMENT AUTHORITY OF FULTON COUNTY The calculation for computing no rebate due was performed on 11/19/2016 Schedule K, Part IV, Line 2c COLUMN C Issuer name: DEVELOPMENT AUTHORITY OF FULTON COUNTY The calculation for computing no rebate due was performed on 11/19/2016 Schedule K, Part IV, Line 2c COLUMN D Issuer name: DEVELOPMENT AUTHORITY OF FULTON COUNTY The calculation for computing no rebate due was performed on 11/19/2019 Form 990, Part V, Line 1a NUMBER OF FORMS 1099 FILED ALL CALENDAR YEAR 2024 FORMS 1099 WERE FILED ON BEHALF OF PIEDMONT 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 HOSPITAL, INC ("PH"). Form 990, Part VI, Line 7a Members or stockholders electing members of governing body THE BOARD OF PIEDMONT HEALTHCARE APPOINTS THE MEMBERS OF THE BOARD OF DIRECTORS OF PIEDMONT HOSPITAL. Form 990, Part VI, Line 7b Decisions requiring approval by members or stockholders PIEDMONT 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 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 HOSPITAL'S FORM 990 IS COMPILED BY INDIVIDUALS IN THE ORGANIZATION'S FINANCE DEPARTMENT. THE INFORMATION IS REVIEWED BY PIEDMONT HOSPITAL'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 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 NEWTON 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 VIII, Line 11d Other Miscellaneous Revenue RESEARCH - Total Revenue: 627791, Related or Exempt Function Revenue: 627791, Unrelated Business Revenue: 0, Revenue Excluded from Tax Under Sections 512, 513, or 514: 0; Form 990, Part IX, Line 11g Other Fees GENERAL CONTRACT LABOR - Total Expense: 66330571, Program Service Expense: 62165889, Management and General Expenses: 4164682, Fundraising Expenses: 0; PROFESSIONAL CONTRACT LABOR - Total Expense: 97511207, Program Service Expense: 91388793, Management and General Expenses: 6122414, Fundraising Expenses: 0; OTHER PURCHASED SERVICES - Total Expense: 10218116, Program Service Expense: 9576554, Management and General Expenses: 641562, Fundraising Expenses: 0; Form 990, Part XI, Line 9 Other changes in net assets or fund balances BOOK/TAX DIFFERENCES - 1293721; CONTRIBUTIONS - -208568; UNALLOCATED EXPENSES - -52397828; CHANGE IN TEMP/PERM FUNDS - 1569383; INTERCOMPANY TRANSFERS - -84669589; CHANGE IN FUNDS - 1104101; Total - -XXX-XX-XXXX; Form 990, Part VII, Section B Independent Contractor Reporting ALL CALENDAR YEAR 2024 FORMS 1099 WERE FILED ON BEHALF OF PIEDMONT 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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AUGUSTA GA 30901 472713774 HOSPITAL SC NA C Corporation false false false false false false false false false false true false false false false false true true false false Schedule R, Part I DISREGARDED ENTITIES THE LIMITED LIABILITY COMPANIES LISTED IN SCHEDULE R, PART I, OPERATE AS DEPARTMENTS OF PIEDMONT HOSPITAL AND ARE INCORPORATED INTO THE HOSPITAL'S BOOKS AND RECORDS. 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.