SCHEDULE H, PART VI, LINE 1: REQUIRED DESCRIPTIONS
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SCHEDULE H, PART I, LINE 6A PUBLIC AVAILABILITY OF COMMUNITY BENEFIT REPORT We regularly report to the community our community benefit activities in several ways. Each year, we prepare a systemwide community benefit report that is available to the public through publication on our website. We also make available our IRS Form 990 Schedule H on our website and provide copies to anyone upon request. We also provide information on community benefit programming to local, state, and federal lawmakers through our government affairs office and online at piedmont.org.
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SCHEDULE H, PART I, LINE 7(F)
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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 $536,308,338, LESS BAD DEBT EXPENSE OF $95,022,067 FROM FORM 990, PART IX, LINE 24(B).
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SCHEDULE H, PART I, LINE 7
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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.
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SCHEDULE H, PART III, LINES 2-4
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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. Periodically, leadership assesses the adequacy of the allowance for doubtful accounts based upon historical write-off experience by payor category. The results of the review are then used to make any modifications to 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 MANAGEMENT'S ASSESSMENT OF HISTORICAL AND EXPECTED NET COLLECTIONS CONSIDERING BUSINESS AND ECONOMIC CONDITIONS, TRENDS IN HEALTH CARE COVERAGE, AND OTHER COLLECTION INDICATORS. PERIODICALLY, MANAGEMENT ASSESSES THE ADEQUACY OF THE ALLOWANCE FOR DOUBTFUL ACCOUNTS BASED UPON HISTORICAL WRITE-OFF EXPERIENCE BY PAYOR CATEGORY. THE RESULTS OF THIS REVIEW ARE THEN USED TO MAKE ANY MODIFICATIONS TO THE PROVISION FOR BAD DEBT TO ESTABLISH AN APPROPRIATE ALLOWANCE FOR UNCOLLECTIBLE RECEIVABLES. PFH 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.
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SCHEDULE H, PART III, LINE 8
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MEDICARE SHORTFALLS AS COMMUNITY BENEFIT The amount reported on Part III, Line 6, was calculated in accordance with Schedule H instructions by utilizing our allowable Medicare cost as reported in the Medicare cost report, which is based 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 since the Medicare cost report excludes many direct patient care costs that are essential to provide quality healthcare for Medicare patients. For example, certain coverage fees to physicians, cost of Medicare C and D, and other similar direct patient care expenses are specifically excluded from allowable cost in the Medicare Cost Report. We believe our Medicare shortfall reported on Part III, Line 7 of Schedule H, should be considered a community benefit as the IRS community benefit standard includes the provision of care to elderly and Medicare patients. IRS Revenue Ruling 69-545 provides, in part, that hospitals serving patients with governmental health insurance, such as Medicare, is an indication we operate to promote health in the community. Our policy is to treat Medicare patients, regardless of the extent to which Medicare pays for the treatment. For many services, Medicare's reimbursement is less than the cost of the care provided, resulting in shortfalls that are to be absorbed by us in honor of our commitment to treat 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.
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SCHEDULE H, PART III, LINE 9(B)
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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.
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SCHEDULE H, PART VI, LINE 2: NEEDS ASSESSMENT
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As a designated 501(c)(3) nonprofit hospital, we are required by the Internal Revenue System to conduct a triennial community health needs assessment (CHNA), in accordance with regulations put forth by the IRS following the 2010 Patient Protection and Affordable Care Act (ACA). Through this assessment, we hope to better understand local health challenges, identify health trends in our community, determine gaps in the current health delivery system and craft a plan to address those gaps and the identified health needs. In FY22, we conducted our fourth triennial CHNA and FY23 was the first year for activities outlined in its subsequent Implementation Strategy. The CHNA was led by the Piedmont Healthcare community benefits team and consulting organization Public Goods Group, with input and direction from Piedmont leadership and Piedmont Healthcare's Department of External Affairs. Process The CHNA started with a definition of our community, which is our home county due to the impact of our tax-exempt status. Property taxes make up the largest segment of a hospital's tax exemption, which impacts county revenues. Because of this, we aim to ensure that we are providing ample benefit to our county and its residents. Additionally, we take into consideration patient origin, especially that of our lower-income patients such as those who qualify for financial assistance or receive insurance coverage through Medicaid. Our secondary communities are considered the areas in which we have the highest concentration of patients fitting that criterion, including ones from nearby communities. Once we established our primary and secondary communities, we then conducted an analysis of available public health data. This included resources from: US Census, US Health and Human Services' Community Health Status Indicators, US Department of Agriculture, Economic Research Service, National Center for Education Statistics, Kaiser Family Foundation's State Health Facts, American Heart Association, County Health Rankings and Georgia Online Analytical Statistical Information System (OASIS). All figures within the CHNA were for 2020, unless otherwise noted. Health indicators are estimates provided by County Health Rankings and hospital data were internally sourced. We then interviewed key stakeholders who have a particular expertise or knowledge of our communities. Specifically, we interviewed representatives of local and regional public health entities, minority populations, faith-based communities, local business owners, the philanthropic community, mental health agencies, elected officials and individuals representing our most vulnerable patients. An internal survey was also conducted throughout the healthcare system for both clinical and non-clinical employees. Information was gathered on knowledge and understanding of community benefit and current programs, as well as suggestions for how we can better serve our patients and communities. Approximately 1,053 employees spanning the system responded. Additionally, we conducted a community-based survey that was widely advertised to the community. Once both qualitative and quantitative data was gathered, we authored the preliminary report, which was then vetted and reviewed by hospital and health system leadership. In this report, we identified several key community health needs that emerged during the assessment process. The chosen priorities were recommended by the community benefit department with sign-off from hospital and board leadership. The following criteria were used to establish the priorities: - The number of persons affected; - The seriousness of the issue; - Whether the health need particularly affected persons living in poverty or reflected health disparities; and, - Availability of community and/or hospital resources to address the need. 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. The priorities we chose reflected a collective agreement on what hospital leadership, staff and the community felt was most important and within our ability to positively impact the issue. Once priorities were approved by the board of directors, we then authored the CHNA and presented our findings and recommendations to the hospital's board of directors for their input and approval. Our priorities A key component of the CHNA is to identify the top health priorities we will address over fiscal years 2023, 2024, and 2025. These priorities will guide our community benefit work. They are, in no order: - Ensure affordable access to health, mental, and dental care - Reduce preventable instances of and deaths from cancer - Reduce preventable instances of and deaths from heart disease - Reduce preventable instances of diabetes and increase access to care for those living with the disease - Reduce rates of obesity and increase access to healthy foods and recreational activities With each priority, we work to achieve greater health equity by reducing the impact of poverty and other socioeconomic indicators. This means that health equity is built into each priority, which is demonstrated through our implementation strategies. Our subsequent implementation strategy was developed in partnership with hospital leadership and community stakeholders to address the identified priorities in our FY22 community health needs assessment. The implementation strategy was designed to be executed over a three-year period and included specific metrics by which we would be able to evaluate our work and its impact. The implementation strategy was developed by utilizing community feedback from the assessment in partnership with the system community benefits department, our leadership, and our board of directors. We included proven and successful interventions and programming, investing further in work we felt was successful in addressing unmet health needs.
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SCHEDULE H, PART VI, LINE 3: PATIENT EDUCATION OF ASSISTANCE ELIGIBILITY
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We understand that not everyone can pay their hospital bill due to their insurance status or a limited income, and because of this, we offer financial assistance to qualifying patients. Notification about financial assistance includes, but is not limited to, a dedicated contact number, notices in patient bills, and posted notices in key areas of the hospital. These locations are the emergency room, admitting and registration departments, our business office, and patient financial services offices that are located on site. We also publish and widely publicize a plain language summary of this financial assistance care policy on our website, as well as the full policy. Referral of patients for financial assistance may be made by any staff or medical staff member at the hospital, including physicians, nurses, financial counselors, social workers, case managers, chaplains, and religious sponsors. A request for financial assistance may be made by the patient or a family member, close friend, or associate of the patient, subject to applicable privacy laws. Additionally, we provide copies of our financial assistance policy to our partner clinics and others who work closely with low-income populations. We help our partners in understanding the policy, how it relates to their populations, and receive feedback in ways our financial assistance programming could be improved.
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SCHEDULE H, PART VI, LINE 4: COMMUNITY INFORMATION
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While Piedmont Fayette serves patients throughout Georgia, we consider our community to be Fayette County. We do this in recognition of the direct impact of our tax-exempt status on county residents. In Fayette County, an average of approximately 117,800 people lived in the 195-square-mile area each year from 2017 to 2021. The population density for this area, estimated at nearly 610 people per square mile, is more than the national average population density of 93 people per square mile. Fayette County is mostly urban, as 82 percent were living in an urban setting in 2020. The median age of people living within the county from 2017 to 2021 was 43, a little older than state and national averages. About 23 percent of the population were 17 or younger, 18 percent were over the age of 65, and the rest were between the ages of 18 and 64. Eleven percent of the population identified as being born outside of the US, and five percent did not possess US citizenship status. The Hispanic population within the community is growing and now represents approximately eight percent of the community. An average of about 12 percent of county residents were veterans each year from 2017 to 2021, with the highest concentration living in the ZIP code 30214 (Fayetteville). The majority were over the age of 65. About 11 percent of the county population lived with a disability, and most were over the age of 65. The community is growing, and about 12,600 people moved into Fayette County between 2010 and 2020, representing a 12 percent growth rate. With this growth comes increased diversity, as white populations decreased and those of all other races and ethnicities increased. Specifically, there was a six percent decrease in white populations, a 38 percent increase in Black or African American populations, a 55 percent increase in Asian populations, and a 40 percent increase in Hispanic or Latino populations. Between 2017 and 2021, the median household income was $96,084, which is significantly higher than the state and national median incomes of $65,030 and $69,021, respectively. When broken down by the four dominant races in the community, income disparities are evident. Of employers in the community, the largest sector by number of employees was retail trade, which employed about 8,500 people at an average wage of $25,828 in 2019. Health care and social assistance was the next largest sector, employing 8,300 people at an average wage of $54,790. Accommodation and food services was the third largest sector, employing nearly 6,800 people at an average wage of $22,552. According to the 2017-2021 American Community Survey, of the more than 94,200 working-age adults in the county, approximately 57,400 were part of the labor force, yielding a labor force participation rate of approximately 61 percent. Total unemployment in the county in July 2023 equaled about 1,800 people, or three percent of the civilian non-institutionalized population aged 16 and older. Low food access is defined as 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. According to the 2019 Food Access Research Atlas database, 37 percent of the total population in the county have low food access, meaning about 39,100 county residents may struggle to access healthy foods. In 2020, the county had a food insecurity rate of about seven percent, meaning more than 7,300 people had been unsure how they would access adequate food at some point during the 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 2020, of the 1,540 food-insecure children in the county, 24 percent were ineligible for public assistance programs. In 2021, nearly 78 percent of adults aged 18 or older saw a doctor for a routine check-up the previous year, a measure that is higher than both state and national averages. For Medicare recipients, this number jumps to 88 percent of adult beneficiaries, which is also above both state and national averages. Routine check-ups are a critical component to maintaining good health and identifying conditions that can be treated affordably in a community-based setting. Absent that, even simple-to-treat conditions can escalate to deeper issues, eventually requiring more intensive care, later stage diagnoses, or reduced life expectancy. Heart disease is the leading cause of death in Fayette County. Between 2016 and 2020, the age-adjusted death rate was 132 deaths for every 100,000 people, which is better than both state and national averages, and a number that has decreased steadily over the last 10 years. Broken down by ZIP code, we see higher death rates in both 30215 (Fayetteville) and 30238 (Jonesboro), which could indicate higher rates of poverty and uninsurance. We see similar trends with stroke deaths. Between 2016 and 2020, there were nearly 250 deaths due to stroke, resulting in an age-adjusted death rate of 34 deaths per every 100,000 people. This is better than the state and national rates of about 43 and 38 deaths, respectively. Like with heart disease, we see higher rates of stroke death in community members living in ZIP codes 30215 (Fayetteville) and 30238 (Jonesboro). The hospitalization rates for heart disease and stroke among Medicare recipients have been decreasing steadily over the past five years. On average each year from 2017 to 2019, there were approximately nine hospitalizations for cardiovascular disease for every 1,000 Medicare beneficiaries. This rate is lower than both the state and national averages, which were about 12 and 11 hospitalizations per 1,000 beneficiaries, respectively. Furthermore, the hospitalization rate for stroke is also lower than the state average, with eight hospitalizations per 1,000 Medicare beneficiaries, compared to the state average of nine. While heart disease remains the leading cause of death in the county, cancer remains a critical issue within the community. The cancer incidence rate for Fayette County averaged more than 464 cases per 100,000 people annually between 2016 and 2020, resulting in a total of 713 new cases. When broken down by cancer site, the breast cancer incidence rate stood at 145 diagnoses per 100,000 females, which was notably lower than both the state and national averages of 129 and 127, respectively. Additionally, other diagnosed cancer sites either fell below or were on par with state and national averages. In 2019, a total of about 8,150 adults aged 20 and older had diabetes, equaling approximately eight percent of the county's population. This rate is lower than the state average of 10 percent. Diabetes is a prevalent issue in the US, often linked to an unhealthy lifestyle, and it poses risks for various health problems. This figure has fluctuated over the last five years. In 2021, about three percent of the county's population had a diagnosis of kidney disease, a rate on par with state and national percentages. That same year, 34 percent of the county's total population of adults 18 and older reported having high cholesterol. Too much cholesterol puts one at risk for heart disease and stroke, two of the main causes of death within the county. High blood pressure can damage the arteries by making them less elastic, which decreases the flow of blood and oxygen to the heart and leads to heart disease. In 2021, 33 percent of adults 18 and older in Fayette County had a diagnosis of high blood pressure.
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SCHEDULE H, PART VI, LINE 5: PROMOTION OF COMMUNITY HEALTH
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We actively promote 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 FY23, Piedmont Healthcare launched the Empowering You platform to connect community members and patients with resources to address social determinant of health issues. Powered by FindHelp.org, Piedmont clinicians and case managers can search and refer patients to supporting organizations. In FY23, we worked collaboratively and on an ongoing basis with community support groups to provide input on the importance of the mental health within our community. For the first year, as a source of action, the hospital began planning a team to support the National Association for Mental Illness (NAMI). The hospital planning committee worked in collaboration with a local judge and hospital board member to plan fundraising and awareness activities. In addition, Spiritual Care Services (SCS), a continued source for patients and families in the hospital and community to connect with mental health resources that meet their needs, provided short-term grief counseling, and helped connect people to support groups and counselors in the community. SCS extended beyond mental health needs. SCS also served as a resource to surrounding hospices through the provision of training and education regarding chaplain roles and services, as well as provided clinical pastoral education to chaplains upon request. SCS also continued to support nonprofit and support group efforts for families suffering the loss of a baby during pregnancy or shortly after birth. Aiding in the combating of such grief, SCS held once-a-month Zoom support sessions and an annual memorial service at the hospital for all families who lost a child. SCS held intermittent meetings for faith-based community leaders to learn about hospital initiatives and information to communicate with parishioners. Spiritual Care Services also had a presence in the community as a provider of advance directive documents and instruction, with an emphasis on the importance of these documents throughout a person's lifetime, and not just at an end-of-life stage. This work continued through the year, with the SCS office open to help with the completion of forms and steps for Medical Records inclusion. Piedmont Fayette engaged in many community partnerships in FY23. The hospital continued support of the American Red Cross through the donation of space for and participation recurring blood drives, resulting in 63 pints of donated blood. This support came at a cost of $36,000 to the hospital in FY23. In collaboration with other Piedmont hospitals, Piedmont Fayette donated funds for Rachel's Gift Angel Dash. Rachel's Gift provides bereavement services and care for families suffering infant loss. In partnership with Southern Crescent Habitat for Humanity, Piedmont Fayette donated funds for the project, and nine hospital directors and managers completed a day of service working on the build program for a family in Henry County. Piedmont Fayette worked to improve access to care for underserved communities in FY23. Continuing its success of last year, we held a series of Walk with a Doc events, providing monthly opportunities for any community member to walk and talk with Piedmont physicians to discuss health topics, screenings, and healthy lifestyle choices. Piedmont Fayette also provided health and wellness education and resources to the Hispanic community at the annual health fair at Holy Trinity Catholic Church. Reaching out to businesses employing primarily low-wage workers hospital employees participated in health fairs at City of Peachtree City, Fayette County Government, Coweta Fayette EMC and Rinnai Corporation, sharing information on stroke awareness, importance of health screenings, cardiology and diabetes education. We also provided health screenings, consultations, and information at Union City's Back 2 School Bash & Community Health Day. Finally, at a local church, a community relations representative presented the hospital's FY23 Community Health Needs Assessment and hospital priorities to address gaps in community healthcare to the members of North Fayette Community Association and the Rotary Club of Peachtree City. Piedmont Fayette prioritized women's health with diverse programs in FY23. We actively participated in a PTC Moms Health and Wellness Fair and a Hearthside Lafayette GO Red Day, offering resources for women's health and wellness in the local community. Transitioning to virtual platforms, we provided a ZOOM presentation regarding Women's GYN Cancer Awareness, led by Dr. Mitzie-Ann Davis. Piedmont Fayette sponsored the Joseph Sams School Dinner Dance, which brought awareness and educational support for disabled and differently abled children. More than 500 community members were served through this support. We conducted program sessions for Fayette Senior Services, addressing topics such as heart health, navigating medical bills and insurance, advanced directives, diabetes prevention and management, nutrition to prevent disease, orthopedic health, dementia, and fitness walks through Piedmont Wellness Center. This initiative not only provided valuable information but also fostered important socialization for isolated seniors, as Fayette Senior Services facilitated transportation for their attendance. Piedmont Fayette neurologist Dr. Evan Johnson educated members of Fayette Senior Services and SunCity Peachtree residents about Parkinson's disease and movement disorders. Other expert-led presentations included a program on women's issues and breast cancer awareness at multiple senior living facilities in the community, including The Oaks and Hearthside Lafayette, senior living facility. Piedmont Fayette also supported the Parkinson's Foundation Moving Day event, providing education, awareness, and resources for Parkinson's patients and their loved ones. The day was filled with movement, exercise, dance, and boxing. Cancer care and wellness were another primary focus of our community benefit work. Our Spiritual Care Services promoted Cancer Wellness to patients and faith-based community members in several ways. While providing Spiritual Care Services to cancer patients on units, staff members handed out Cancer Wellness information to emphasize all Cancer Wellness offerings and support services. Piedmont Fayette also held a significant number of community-facing cancer awareness events. In June, we sponsored the Harts of Teal 5K Color Run to bring awareness to the risks and signs of ovarian and other GYN cancers, serving 800 community members. The hospital hosted a Zoom-based event featuring hospital pulmonologist Dr. Arvind Ponnambalam, and attendees asked questions on lung cancer and signed up for screenings, if they qualified. This event was promoted heavily throughout the southside area. Dr. Mio Yanigisawa participated in a panel conversation to raise awareness about breast cancer risk factors and the importance of mammograms. Piedmont Fayette's Women's Imaging Department held its annual Ladies' Night event for Fayette County Government employees. This event allowed the employees to get their annual screening mammograms while enjoying a fun and supportive atmosphere. Piedmont Fayette's Oncology and Cancer Wellness team joined 26 other local organizations in volunteering with Clothes Less Traveled. They sorted donations and set the thrift shop up for success. Piedmont Healthcare launched the Empowering You platform to connect community members and patients with resources to address social determinant of health issues. Powered by FindHelp.org, Piedmont clinicians and case managers can search and refer patients to supporting organizations. We work collaboratively and on an ongoing basis with community support groups to give input on the importance of the mental health of our community, including youth and veteran groups. As a source of action, mental health facility partner Riverwoods Behavioral Health System receives referrals for mental health screenings, reporting more than 1,375 mental health screenings in FY23. Our director of case management serves as a member of the district 4 Department of Public Health Board, overseeing and providing guidance regarding mental health issues for the community. We are an ongoing partner and resource to Drug Free Fayette (DFF), a
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SCHEDULE H, PART VI, LINE 6: AFFILIATED HEALTH CARE SYSTEM
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We are 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. Our community relations team works directly with the community. Our 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 certain departments of Piedmont Healthcare execute community benefit programming, such as our revenue department, which oversees the financial assistance program.
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SCHEDULE H, PART VI, LINE 7: STATE OF FILING OF COMMUNITY BENEFIT REPORT
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We are not required to file a community benefit report; however, we are required to file with the Georgia Department of Community Health information on our indigent and charity care, as well as our Medicaid and Medicare shortfalls.
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