Liabilities / Assets
66th percentile
Higher debt load relative to assets than 66% of similar nonprofits.
Precomputed percentiles for this filing year versus similar nonprofits in the same peer cohort.
Liabilities / Assets
66th percentile
Higher debt load relative to assets than 66% of similar nonprofits.
Liabilities / Revenue
31st percentile
Higher debt load relative to revenue than 31% of similar nonprofits.
Net Margin
71st percentile
Higher net margin than 71% of similar nonprofits.
Top Officer Pay
89th percentile
Higher top officer pay than 89% of similar nonprofits.
Top officer pay equals 0.5% of source-year revenue.
Asset Growth
60th percentile
Faster asset growth than 60% of similar nonprofits.
Revenue Growth
74th percentile
Faster revenue growth than 74% of similar nonprofits.
Assets
Up$334,159,060
Up $21,073,163 (+6.7%) from 2018
Net Assets
Up$174,618,165
Up $32,820,972 (+23%) from 2018
Liabilities
Down$159,540,895
Down $11,747,809 (-6.9%) from 2018
Revenue
Up$493,225,325
Up $44,922,582 (+10%) from 2018
Expenses
Up$441,057,646
Up $32,936,932 (+8.1%) from 2018
Net Income
Up$52,167,679
Up $11,985,650 (+30%) from 2018
To create and deliver high quality hospital, physician and other healthcare related services that improve the health and well-being of the individuals and communities we serve.
SEE SCHEDULE O
| Line | Beginning | End | Change |
|---|---|---|---|
| Assets | |||
| Land, Buildings, and Equipment, Net | $209,202,615 | $219,249,441 | ▲ $10,046,826 |
| Accounts Receivable | $81,066,919 | $87,564,071 | ▲ $6,497,152 |
| Inventories for Sale or Use | $9,984,756 | $12,955,520 | ▲ $2,970,764 |
| Prepaid Expenses and Deferred Charges | $344,382 | $3,229,723 | ▲ $2,885,341 |
| Cash and Non-Interest-Bearing Accounts | $449,972 | $223,844 | ▼ $226,128 |
| Savings and Temporary Cash Investments | $0 | $0 | → $0 |
| Other Notes and Loans Receivable, Net | $0 | $0 | → $0 |
| Pledges and Grants Receivable | $0 | $0 | → $0 |
| Receivable From Disqualified Prsn | $0 | $0 | → $0 |
| Receivables From Officers Etc | $0 | $0 | → $0 |
| Investments Other Securities | $0 | $0 | → $0 |
| Investments Program Related | $0 | $0 | → $0 |
| Investments in Publicly Traded Securities | $0 | $0 | → $0 |
| Intangible Assets | $0 | $0 | → $0 |
| Loans From Officers Directors | $0 | $0 | → $0 |
| Total Assets | $313,085,897 | $334,159,060 | ▲ $21,073,163 |
| Other Assets Total | $12,037,253 | $10,936,461 | ▼ $1,100,792 |
| Liabilities | |||
| Other Liabilities | $155,461,434 | $139,028,564 | ▼ $16,432,870 |
| Accounts Payable and Accrued Expenses | $15,827,270 | $20,512,331 | ▲ $4,685,061 |
| Grants Payable | $0 | $0 | → $0 |
| Mortgage Notes Payable Secured by Investment Property | $0 | $0 | → $0 |
| Unsecured Notes Loans Payable | $0 | $0 | → $0 |
| Deferred Revenue | $0 | $0 | → $0 |
| Escrow Account Liability | $0 | $0 | → $0 |
| Tax Exempt Bond Liabilities | $0 | $0 | → $0 |
| Total Liabilities | $171,288,704 | $159,540,895 | ▼ $11,747,809 |
| Net Assets / Fund Balance | |||
| Unrestricted Net Assets | $141,797,193 | $174,618,165 | ▲ $32,820,972 |
| Permanently Rstr Net Assets | $0 | $0 | → $0 |
| Temporarily Rstr Net Assets | $0 | $0 | → $0 |
| Total Net Assets Fund Balance | $141,797,193 | $174,618,165 | ▲ $32,820,972 |
| Total Liabilities and Net Assets / Fund Balance | $313,085,897 | $334,159,060 | ▲ $21,073,163 |
| Asset | Book Value | Depreciation | Basis |
|---|---|---|---|
| Buildings | $152,055,849 | $107,620,163 | $259,676,012 |
| Equipment | $39,802,469 | $128,704,906 | $168,507,375 |
| Other Land Buildings | $23,293,534 | $9,967,848 | $33,261,382 |
| Leasehold Improvements | $1,241,378 | $4,232,017 | $5,473,395 |
| Land | $2,856,211 | - | $2,856,211 |
| Name | Title | Full / Part Time | Base | Other | Total |
|---|---|---|---|---|---|
| Thomas W Mcnamara | VP Medical Affairs (end. 2/19) | FT | $366,802 | $123,144 | $489,946 |
| Catherine Andrews | SVP & Hospital President | FT | $343,553 | $110,722 | $454,275 |
| Kay B Kennedy | VP CNO Patient Svrcs(end.1/19) | FT | $242,019 | $40,492 | $282,511 |
| Danyale D Ziglor | VP Human Resources | FT | $180,147 | $88,115 | $268,262 |
| Kenneth Etheridge | Executive Director - Support | FT | $179,330 | $84,263 | $263,593 |
| Gloria Nwagbara | Rn Charge Nurse | FT | $185,220 | $75,330 | $260,550 |
| Amir Emamifar | Director - Pharmacy | FT | $183,502 | $68,074 | $251,576 |
| Sunday I Okezie | Rn Clin. Nurse Medsurg Iii a | FT | $172,933 | $74,011 | $246,944 |
| Blessing Imarhia | Rn Charge Nurse | FT | $189,220 | $54,459 | $243,679 |
| Kristen Bowman | VP Operations & COO | FT | $171,397 | $64,898 | $236,295 |
| Rhonda Howell | VP CNO Patient Srvcs(beg.2/19) | FT | $174,470 | $55,081 | $229,551 |
| Heath a King | VP Finance & Hospital CFO | FT | $95,064 | $109,031 | $204,095 |
| Amy Ellen F Carrier | Former SVP & Hospital Pres. | - | $125,269 | $24,407 | $149,676 |
| David W Preston | SVP Brand Exp&comm(beg.10/18) | - | - | $149,431 | $149,431 |
| Michael T Mccullough | SVP Supply Chain (beg. 12/18) | - | - | $66,227 | $66,227 |
| David H Hafner Md | Trustee | - | - | $56,388 | $56,388 |
| Otis a Brumby Iii | Trustee | - | - | $49,185 | $49,185 |
| R Randall Bentley Sr Esq | Trustee | - | - | $44,408 | $44,408 |
| T Fitz Johnson | Trustee | - | - | $43,397 | $43,397 |
| W Charles Brock | Trustee | - | - | $43,391 | $43,391 |
| Robert N Cross Md | Trustee | - | - | $11,001 | $11,001 |
| Mitzi Moore | Trustee | - | - | $10,871 | $10,871 |
| Charles J Jones | Trustee | - | - | $9,318 | $9,318 |
| Walter G Robinson | Trustee (end. 12/18) | - | - | $8,139 | $8,139 |
| Frank Ros | Trustee | - | - | $6,421 | $6,421 |
| Ambica Yadav | Trustee | - | - | $5,919 | $5,919 |
| O Scott Swayze Md | Trustee | - | - | $5,895 | $5,895 |
| H Speer Burdette Iii | Trustee | - | - | $4,610 | $4,610 |
| Michael B Patton | Trustee | - | - | $3,737 | $3,737 |
| Gary a Miller | Trustee | - | - | $3,568 | $3,568 |
| Greg Morgan | Trustee | - | - | $3,070 | $3,070 |
| Name | Title |
|---|---|
| Rob Schreiner | Evp & President Medical Group |
| Candice L Saunders | President & CEO |
| Peter R Jungblut Md Mba | Former SVP & Medical Director |
| Steven Oweida Md | Former Trustee |
| Te Rusty Durham | Former Trustee |
| Avril P Beckford Md | Trustee & Chief Pediatric Off. |
| James L Hornsby Jr Md | Trustee & Physician |
| Paul Douglass Md | Trustee & Physician |
| Edward Richardson | Trustee (beg. 4/19) |
| James Holmes | Trustee (beg. 4/19) |
| Anthony J Budzinski | Evp & CFO |
| Carrie O Plietz | Evp & COO Hospital Division |
| Leo E Reichert | Evp & General Counsel |
| Kem M Mullins | Evp Ambulatory & Bus. Dev. |
| John a Brennan | Evp Chief Clin. Integ. Officer |
| David Jones | Evp Hr&org. Learn.(beg.1/19) |
| David W Anderson | Evp/hr/ol/CCO |
| Kimberly W Menefee | Former SVP Strategic Comm. Dev |
| Ellen Langford | Former SVP Wmg Amb. Trans. |
| Michelle Robinson | Former VP Marketing |
| Robin G Boehringer | Former VP Total Rewards |
| Bethany Robertson | Former VP/chief Learning Off. |
| Shalima Pannikode | SVP CHF Info&digital(beg.4/19) |
| Douglas Arvin CPA Mba | SVP Finance |
| Joseph L Brywczynski | SVP Health Parks Development |
| Valery a Akopov Md | SVP Hospital Division Wmg |
| Barbara B Corey | SVP Managed Care |
| Jill M Case-wirth | SVP Nursing Services |
| Timothy Haney | SVP R. E. Fac. & Dvlp. Svcs. |
| Alan R Muster Md | SVP Specialty Division Wmg |
| Anthony M Trupiano | SVP Supply Chain (end. 1/19) |
| Beth Kost | SVP, Chief Compliance Officer |
| James M Swartz | VP Accounting |
| Aviral Singh | VP Brand&mrkt Str.(beg.3/19) |
| Stephen Vault | VP Business Development |
| Richard S Siegel | VP Cardiology & CVM Admin |
| Andrew Lee | VP Chief Diversity Officer |
| Andrew W Cox | VP Chief of Staff (beg10/18) |
| Jennifer J Giusti | VP Clinical Outcomes |
| Ivy Spencer | VP CNO |
| Keith Bowermaster | VP Communications (end. 12/18) |
| Leanne Cook | VP Consumer Eng. (beg. 3/19) |
| Robert J Decoux | VP Corporate Med Staff Svcs |
| Jason D Stevens | VP Deputy General Counsel |
| Kristen S Trice | VP Diagnostic Outreach |
| Rebecca L Ruhl | VP Facility Compliance Ops |
| Maxwell S Kagan | VP Finance & CFO |
| Elizabeth H Loudermilk | VP Financial Planning |
| Ellen Wright | VP Him CDI & Policies |
| Steven Hunt | VP Human Resources (beg. 2/19) |
| Mary L Tavernaro | VP Human Resources Operations |
| Jonathan D Maurer | VP Info Sec. & Ciso(beg. 8/18) |
| Sandra Lucius | VP Info Technology Apps |
| Andrew S Alberry | VP Info Technology Operations |
| Bradford B Newton | VP Info. Technology Admin. |
| Judith White | VP Lab. Srvs. Syst.(beg. 4/19) |
| Paul D Murphree | VP Medical Outcomes |
| Kevin C Schaeffer Md | VP Oncology |
| Kimberly Taaca | VP Ops Specialty Division |
| Elizabeth H Papetti | VP Ops. Hospital Division |
| Sophia Marshall | VP Org. Comm. (beg. 3/19) |
| Varma Rameswar Md | VP Pediatric Operations |
| Yvette Brewer Md | VP Primary Care & Behav Health |
| Jason L Kelsey | VP Rehab&sports Med(beg.11/18) |
| Sean P Turner | VP Revenue Cycle Management |
| Stephen L Badger | VP Strategic Services |
| Marcus P Charlson Md | VP Surgery |
| Freda Lyon | VP System Emergency Services |
| Snehal H Doshi | VP System Pharmacist |
| Sonya E Aldy | VP Talent Acquisition |
| Daniel Abad | VP Total Rewards (beg. 3/19) |
| Line Item | Amount |
|---|---|
| Salaries, Compensation, and Employee Benefits | $230,162,324 |
| Other Expenses | $210,895,322 |
| Grants and Similar Amounts Paid | $0 |
| Professional Fundraising Fees | $0 |
| Total Fundraising Expense | $0 |
| Line Item | Program | Management | Fundraising | Total |
|---|---|---|---|---|
| Other Salaries and Wages | $141,707,551 | $38,997,539 | $0 | $180,705,090 |
| Fees for Services Other | $20,138,575 | $16,955,036 | - | $37,093,611 |
| Other Employee Benefits | $18,875,376 | $7,778,706 | - | $26,654,082 |
| Depreciation Depletion | $18,981,010 | $7,664,909 | - | $26,645,919 |
| Other Expenses | $1,955,476 | $12,238,739 | - | $14,194,215 |
| Payroll Taxes | $10,251,372 | - | - | $10,251,372 |
| Pension Plan Contributions | $9,756,071 | - | - | $9,756,071 |
| Interest | $4,775,648 | $81,594 | - | $4,857,242 |
| Occupancy | $4,636,900 | $1,103 | - | $4,638,003 |
| Insurance | $3,707,509 | - | - | $3,707,509 |
| Current Officers, Directors, Trustees, and Key Employees | $2,236,567 | $559,142 | - | $2,795,709 |
| Fees for Services Management | $2,505,458 | - | - | $2,505,458 |
| Office Expenses | $1,990,536 | - | - | $1,990,536 |
| Travel | $120,712 | $765,339 | - | $886,051 |
| Advertising | $171,639 | - | - | $171,639 |
| Fees for Services Legal | $28,634 | - | - | $28,634 |
| Total Functional Expenses | $354,116,396 | $86,941,250 | $0 | $441,057,646 |
| Line Item | Amount |
|---|---|
| Fundraising Direct Expenses | $0 |
| Fundraising Gross Income | $0 |
| Gaming Direct Expenses | $0 |
| Gaming Gross Income | $0 |
| Professional Fundraising Fees | $0 |
| Line Item | Beginning | End | Change |
|---|---|---|---|
| Loans from Officers, Directors, Trustees, and Key Employees | $0 | $0 | → $0 |
| Receivables from Disqualified Persons | $0 | $0 | → $0 |
| Receivables from Officers, Directors, Trustees, and Key Employees | $0 | $0 | → $0 |
| Liability | Amount |
|---|---|
| Tax Exempt Bond Liab. Due to Whs | $135,122,166 |
| Lease Obligations - Current Installments | $2,929,834 |
| Other Long Term Liabilities | $976,564 |
“Powers of the board as per the articles of incorporation, the sole member of the organization is wellstar health system, inc., a georgia nonprofit corporation. As sole member, wellstar health system, inc. Holds certain powers of election and approval in connection with the governing body of the organization. These powers are presented in detail in the governing documents which the company makes available to the public upon request.”
“Board review of form 990 internal staff prepares the organization's form 990. Before filing the return with the internal revenue service an external accounting firm, pricewaterhousecoopers llp, reviews and sign-offs on the completed return of each organization. The current year form 990 is then reviewed by the finance committee along with a question and answer session. A motion is then made by the finance committee to approve the returns and present to the full board copies of the forms in an electronic (pdf format) version as well as a hard copy. The organization's cfo or designee subsequently signs the return for either manual or electronic filing by the appropriate due date.”
“Conflict of interest policy our conflict of interest policy requires all covered persons to annually review the policy and then complete, sign and return the conflicts of interest survey and attestation to the compliance office. The policy requires an on-going disclosure obligation in the event a conflict arises during the year. The following is our process to regularly and consistently monitor and enforce the policy: compliance identifies all covered persons who must complete the survey and attestation. Compliance verifies that the survey and attestation is distributed to these persons. Compliance verifies that these persons return a fully completed and signed survey and attestation. Compliance reviews each completed and signed survey and attestation to identify all conflicts listed in the document. All conflicts, potential conflicts and incidences of non-compliance are referred to the chief compliance officer. The cco takes appropriate action to completely resolve all identified conflicts and incidences of non-compliance.”
“Compensation of officers wellstar health system, inc. Has engaged sullivan cotter to work with the governing board to review and recommend executive compensation. The executive compensation process at wellstar is overseen by a committee of independent trustees, which follows a board-approved executive compensation philosophy. The compensation committee consists of five trustees as well as the ceo in an advisory role and not a voting member. Further in committee discussions about the compensation for the chief executive officer, the ceo will recuse him/herself from that process and is a non-voting committee member for discussions on all other officers. The executive compensation philosophy empowers the committee to oversee the executive compensation process and administer the executive compensation program on behalf of the full board of trustees of wellstar; provided, however, the full board of trustees evaluates and approves the compensation of the chief executive officer. The philosophy requires annual disclosure of the committee's actions and decisions to the full board, which it has done. The committee is guided by the board-approved philosophy. Overall, the philosophy is intended to reward for organizational and individual performance. Base compensation is targeted at the median base compensation paid to similar positions at similar organizations (the market). Officers of the company also receive variable compensation that is dependent on individual and organization performance. When performance is at a predetermined targeted level, the total compensation, both base and variable, is intended to be at or around the 75th% of compensation paid to similar positions at similar organizations. Wellstar's executive compensation philosophy defines the market as being comprised of comparable not-for-profit health care delivery systems, i.e., not-for-profit organizations similar in complexity and scale to wellstar. To assist the committee in fulfilling its duties, the committee engaged sullivan cotter to provide market compensation data to compare to the wellstar positions whose compensation the committee oversees. The committee uses this data to provide context when making decisions in administering the compensation program. Accurate minutes of the committee's discussion and decisions are recorded during each committee meeting and reviewed and provided to the full board of trustees for review.”
“Documents made available to the public the organization and its affiliates are subject to the open records law in the state of georgia. Therefore, by law, citizens are permitted to inspect and copy its governing documents, policies and financial statements as may be requested from time to time. Additionally, the organization's form 990 is made readily available on the guidestar website. Periodically, the organization publishes its financial performance in the local newspaper for citizens to review, and it also publishes a community benefit report once a year for distribution to the public.”
“Officers hours worked the officers devote their time to all of the organizations within wellstar health system that are listed in schedule r, part ii. As such, the total hours worked by the officers across all organizations exceeds 40 hours a week.”
“Compensation all compensation amounts reported on form 990, part vii; part ix, lines 5-7; and schedule j represent compensation provided to individuals that provide services to the organization. Likewise, the number of employees reported on part v, line 2a represents the number of individuals providing services to the organization. All federal employment tax responsibilities for these individuals (including federal employment tax reporting responsibilities) are handled by wellstar health system, inc. (ein 58-1649541).”
“Vision: deliver world-class healthcare to every person, every time. Mission: to enhance the health and well-being of every person we serve. Values: we serve with compassion. We pursue excellence. We honor every voice. Form 990, part iii, line 4a program service accomplishments wellstar health system is a vertically integrated health care delivery system which provides through affiliated business organizations a full spectrum of health services, including wellness programs, physician office visits, outpatient care, inpatient care, and post-acute services such as home health, hospice and long-term nursing care. The system through its affiliated business organizations operates 11 hospitals (kennestone, cobb, paulding medical center, douglas, windy hill, atlanta medical center downtown and south, north fulton, spalding, sylvan grove and west georgia), multiple physician offices, primary care centers, outpatient care facilities, a nursing home and other health related services including two inpatient hospice facilities. The system is supported financially by a fundraising organization, wellstar foundation, inc. The service area for the system encompasses parts of the northwestern, central and western sections of the state of georgia - the primary area being in bartow, cherokee, cobb, douglas, paulding, fulton, butts, spalding and troup counties. Approximately more than 90% of inpatient discharges and outpatients served are from the aforementioned counties. The wellstar vision is to deliver world class healthcare. Our mission is to create and deliver high quality hospital, physician and other healthcare related services that improve the health and well-being of the individuals and communities we serve. History in 1993, what was then known as the cobb health system, the kennestone regional health care system, and the douglas general hospital affiliated to form the northwest georgia health system. Paulding memorial medical center affiliated with northwest georgia health system in 1994. In 1994, the northwest georgia health system helped form the promina health system and changed its name to promina northwest health system. In 1998, promina northwest health system changed its name to wellstar health system. Wellstar disassociated from and became totally independent of promina in 1999. In 2016 wellstar acquired atlanta medical center, north fulton hospital, spalding hospital, sylvan grove hospital and west georgia medical center. Wellstar health system is a parent corporation, which provides overall coordination including governing body to its 11 affiliates: - cobb hospital, inc.; - chs foundation, inc.; - douglas hospital inc.; - kennestone hospital, inc.; - paulding medical center, inc.; - wellstar foundation inc.; - wellstar atlanta medical center, inc.; - wellstar north fulton hospital, inc.; - wellstar spalding regional hospital, inc.; - wellstar sylvan grove hospital, inc.; - wellstar west georgia health services, inc.”
“Wellstar health system is able to offer a full range of healthcare services through its affiliates. The services offered include but are not limited to: - most major inpatient clinical services, - outpatient services, - diagnostic and therapeutic services, - ancillary and support services, - urgent care services, - home health services, - skilled nursing services and - hospice services. The 11 hospital locations are acute care facilities with inpatient, outpatient, and emergency services. The system includes a residential facility on the kennestone hospital campus, called atherton place. Atherton place also houses an assisted living unit as an additional level of care. Paulding medical center is home to a full care nursing home, paulding nursing center and west georgia medical center is also home to two full care nursing homes. Vernon woods retirement community is an assisted living facility. Cobb hospital is home to a home health agency and a residential hospice facility called tranquility for those patients in the end stages of life. Kennestone hospital also opened a residential hospice facility not far from its main campus. The system is complimented with approximately 303 physician practices and several urgent care centers. The system is thus able to provide a complete continuum of care for the community it serves. The following statements of community benefit and program service accomplishments represent system-wide activity for wellstar health system, inc. (the "system") - ein 58-1649541. All affiliated entities of the system except the physician hospital organization (ein 58-2116179) operate as charitable organizations consistent with the requirements of internal revenue code section 501(c)(3) and the "community benefit standard" of irs revenue ruling 69-545. The following excerpt from the audited financial statements identifies a broad overview of the charitable purpose for the system. The system maintains records to identify and monitor the level of charity care it provides through its affiliates. These records include the amount of charges foregone for services and supplies furnished under its community financial aid policy. In fiscal year 2019 and 2018, wellstar affiliate hospitals made $293 million and $255.6 million, respectively, in provider payments and recognized such payments as a reduction in net patient service revenue in the accompanying combined financial statements. The system also participates in certain governmental insurance programs, including medicare and medicaid. Under these programs, the system provides care to patients at payment rates which are determined by the federal and state governments, regardless of the system's actual charges. In most cases, these programs pay the system at amounts which are less than its cost of providing services. The system offers many wellness and educational services at little or no cost to the community. Health fairs are held throughout the year at convenient locations, providing various health screenings, such as mammograms, bone density, blood pressure and cholesterol checks. A large number of educational programs are offered for all ages. These programs include bicycle safety, car seat safety, defensive driving, cpr and first-aid classes. Flu shots are available to the community during flu season and health screenings, medical supplies, and immunizations are provided to children through local health departments and health fairs. The costs of these services are included in unrestricted revenue, gains and other support in excess of expenses and losses in the financial statements.the physicians of the system make significant contributions to improve the health status of the community, including involvement in many community activities promoting health awareness and improvement, emergency room care, and delivery of care to the indigent population of the system's service area. The system also made significant contributions to the nursing program at a local university”
“Services provided system-wide: licensed beds 2,775 adult discharges 115,246 newborn discharges 14,489 emergency room visits 647,911 surgeries 69,516 cath lab/pacemakers/ep 18,856 non-ed o/p radiology procedures 494,041 med/surg. Short stay cases 834 gi lab procedures 10,810 radiology oncology procedures 32,927 community benefits wellstars community education & outreach department provides free brochures on a variety of health-related issues. Wellstar provides support groups and educational opportunities to the community on a variety of topics including men's and women's health issues, cardiac health, nutrition, cancer, and diabetes. Some of these opportunities are provided free of charge or at a minimal fee. Wellstar also provides free health screenings such as blood pressure, cholesterol, glucose, bone density and weight assessment. Community education & outreach provides health and wellness programs and services across all wellstar markets reaching over 450,000 people annually. Some of the more specific program/departments are documented as follows: school health program: this program teaches children about health and safety topics to include nutrition, physical activity, hygiene, bike and pedestrian safety and more. The programs are currently taught in elementary schools (grades k-5) and middle schools (grades 6-8) in cherokee, cobb, douglas and paulding counties. Safe kids: wellstar is a co-lead agency for safe kids cobb county along with cobb and douglas public health, and wellstar spalding hospital is the lead agency for safe kids spalding that launched in january 2019. Safe kids cobb county and safe kids spalding are committed to reducing and preventing accidental injuries to children ages 19 and under by hosting safety education events and programs, distributing safety education materials and equipment to families in need. Safety areas of focus include: child passenger, pedestrian, wheel, home, poison prevention and water. Equipment distribution includes: car and booster seats, bicycle helmets and reflectors, smoke/carbon monoxide alarms, home safety kits and lifejackets. Most of the events are free and open to the public. The important message taught at these events is that safety begins with the parents and caregivers. Annually, nearly 800 car seats are presented to families in need, and over 3,000 infant car seats are checked at over 130 car seat events. The good life club: wellstar provides a special program for area residents age 50 and older called the good life club. This program provides healthy aging resources and promotes health, wellness, and an active lifestyle through classes, health screenings and other opportunities. A small one-time fee covers a lifetime membership and includes: - health and wellness education and programs - a quarterly newsletter - free health screenings - discounted parking at hospitals and other retail discounts - travel discounts the good life club currently has more than 2,000 members. Community activities - wellstar has partnered with a local college, kennesaw state university ("ksu") to develop educational and on-site training programs which will hopefully improve the current and future health of our community. Many of the nurses in the system are trained through the nursing program offered by ksu. Wellstar is also affiliated with the chattahoochee technical college- north metro campus's radiologic technology program. Wellstar serves as the clinical affiliate for the students in this two-year program. The students train at wellstar's hospitals and outpatient facilities. The program received accreditation from the joint review committee on education in radiologic technology. The goal is to have trained students who can subsequently contribute to the health of the community we serve. Community partnerships and sponsorships - community education & outreach is responsible for developing and cultivating strategic community partnerships by aligning wellstars strategic goals, community”
“Ecri (formerly emergency care research institute) recently names wellstar health system as one of eleven national healthcare organizations to receive its prestigious supply chain achievement award. The award honors organizations for excellence in balancing cost, quality and outcomes. Award winners were selected from 3,000 member organizations. Beckers hospital review, one of the nations most prestigious healthcare publications, has names wellstar west georgia medical center to its 2018 national list of "100 great community hospitals." wgmc is on of the only two community hospitals in georgia to receive this honor. The beckett team selected hospitals for inclusion based on rankings and awards from organizations including ivantage health analytics, truven health analytics, healthgrades, care chex, the american nurses credentialing center and the leapfrog group. Included organizations have earned recognition from one or more of these organizations. Wellstar spalding hospital ems team received the american heart association 2018 mission lifetime ems silver award for stemi care- one of only six services to receive the award. Working mother magazine once again named wellstar health system to its annual list of "100 best companies," which celbrates organizations that lead in the areas of female career advancement, paid parental, leave, childcare assistance, benefits and flextime. Wellstar earned a top spot for its innovative work-life balance programs and emphasis on team member wellness. The commission on accreditation of rehabilitation facilities (carf) recently announce that wellstar kennestone hospital received a three- year accreditation for its 20-bed inpatient rehabilitation unit/program for adult stroke patients. The unit has been carf since 1994. The wellstar breast health continuum of care at wellstar kennestone hospital received its second consecutive american college of surgeons national accreditation program for breast centers accreditation (napbc). Napbc accreditation formally acknowledges the commitment of wellstar to provide the highest quality evaluation and management to patients with breast disease. Wellstar windy hill was named a 2018 recipient of the guardian of excellence award by press ganey at press ganeys annual client conference in november 2018. The award was given in recognition of excellence at the surgical centers of windy hill hospital and east cobb health park. The guardian of excellence award, a nationally recognized symbol of achievement, recognizes top-performing healthcare organizations that have achieved 95th percentile or above for performance indicators for patient experience. Wellstar paulding hospital has received the cnor strong designation form the competency & credentialing institute (cci). This recognition is given to facilities that have at least 50% of or nursing staff cnor certified. Wellstar paulding has exceeded the requirement to reach 80% certification rate. The cnor certification program is for perioperative nurses interested in improving and validating their knowledge and skills and providing the highest quality care to their patients. Wellstar has been named to the national association for female executives top 10 nonprofit companies for executive women for 2018. The award honors organizations that have moved women into top executive positions and created a culture where talented women thrive. Wellstar has been named to one of atlantas 2018 best and brightest companies to work for. Wellstar was recognized for excellence in human resource practices and employee enrichment. The atlanta journal- constitution and ajcjobs honors georgias top nurses with the ajcjobs nursing excellence awards. Five wellstar nursing professionals were selected from a field of 800 nominations for their unending support of patients and the community.”
“UNRELATED BUSINESS INCOME COBB HOSPITAL, INC. GENERATED NO UNRELATED BUSINESS INCOME ("UBI") FOR THE REPORTING PERIOD. AS A RESULT THE FILED 990-T SHOWS NO ACTIVITY. IF SUBSEQUENT REVIEW OF THE BOOKS REVEALS ANY UNREPORTED UBI WE WILL FILE AN AMENDED RETURN FOR THE TAX PERIOD ENDED JUNE 30, 2019. FORM 990, PART IV, LINE 12B AUDITED FINANCIAL STATEMENTS Cobb Hospital, INC. is audited on an annual basis by an outside auditing firm, KPMG, and as part of that audit a consolidated financial statement is issued for all of WellStar Health System, Inc. and its CONTROLLED Affiliates. The independent auditors report includes the accounts of Wellstar and its controlled affiliates, WELLSTAR Kennestone Hospital, Inc., WELLSTAR Cobb Hospital, Inc., WELLSTAR Douglas Hospital, Inc., WELLSTAR Paulding Medical Center, Inc., WELLSTAR ATLANTA MEDICAL CENTER, INC., WELLSTAR NORTH FULTON HOSPITAL, INC., WELLSTAR SPALDING REGIONAL HOSPITAL, INC., WELLSTAR SYLVAN GROVE HOSPITAL, INC., WELLSTAR WEST GEORGIA MEDICAL CENTER, INC., VERNON WOODS RETIREMENT COMMUNITY, INC., CHS Foundation, Inc., various Wellstar owned physician practices, a hospice facility, a nursing facility, home health business, and entities for infusion therapy and durable medical equipment. All significant intercompany accounts and transactions have been eliminated in combination. The Board of Trustees of Wellstar HEALTH SYSTEM, INC. has the authority to approve appointments of the members of the board of trustees of all affiliate corporations.”
“TAX EXEMPT BOND REPORTING FOR PURPOSES OF THE FORM 990 REPORTING, WELLSTAR HEALTH SYSTEM, INC. (EIN 58-1649541) WILL LIST ALL TAX-EXEMPT BONDS ISSUED SINCE JANUARY 1, 2003 ON SCHEDULE K AS IT TYPICALLY ALLOCATES THE PROCEEDS OF THE BONDS TO MEMBERS OF THE OBLIGATED GROUP (INCLUDING THE HOSPITALS AND PHYSICIAN GROUP). COBB HOSPITAL, INC. WILL REPORT THIS TAX EXEMPT BOND LIABILITY ON FORM 990, PART X, LINE 25 OTHER LIABILITIES DUE TO WHS, INC. FORM 990, PART VI, SECTION A, LINE 6 The sole corporate member is WellStar Health System, Inc.”
“Other changes in net assets for the reporting period cobb hospital, inc. Had a change in net assets of ($19,346,707) related to transfers to affiliates as part of the allocation of income statement and balance sheet transactions over the year.”
“The following footnote is related to the organization's application of fin 48 (asc 740): "wellstar and its affiliates have been recognized as exempt from federal income tax under internal revenue code section 501(a) as organizations described in section 501(c)(3), and therefore, related income is generally not subject to federal or state income taxes. Wellstar applies fasb asc 740, income taxes, which addresses accounting for uncertainties in income tax positions. It also provides guidance on when tax positions are recognized in an entity's financial statements and how the values of these positions are determined. There is no impact on wellstar's combined financial statements as a result of the application of asc 740."”
This appendix keeps the raw XML leaves available for debugging and edge-case review. The human report above is the primary experience.
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| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRltdOrgRt | 96 | 0.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRltdOrgRt | 97 | 0.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRltdOrgRt | 98 | 0.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRltdOrgRt | 99 | 0.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRltdOrgRt | 100 | 50.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRltdOrgRt | 101 | 0.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 0 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 1 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 2 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 3 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 4 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 5 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 6 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 7 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 8 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 9 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 10 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 11 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 12 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 13 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 14 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 15 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 16 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 17 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 18 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 19 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 20 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 21 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 22 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 23 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 24 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 25 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 26 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 27 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 28 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 29 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 30 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 31 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 32 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 33 | 48.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 34 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 35 | 50.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 36 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 37 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 38 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 39 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 40 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 41 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 42 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 43 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 44 | 50.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 45 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 46 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 47 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 48 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 49 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 50 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 51 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 52 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 53 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 54 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 55 | 50.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 56 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 57 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 58 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 59 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 60 | 50.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 61 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 62 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 63 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 64 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 65 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 66 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 67 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 68 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 69 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 70 | 50.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 71 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 72 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 73 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 74 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 75 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 76 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 77 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 78 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 79 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 80 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 81 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 82 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 83 | 50.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 84 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 85 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 86 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 87 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 88 | 50.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 89 | 50.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 90 | 50.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 91 | 50.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 92 | 50.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 93 | 0.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 94 | 0.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 95 | 0.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 96 | 0.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 97 | 0.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 98 | 0.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 99 | 0.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 100 | 0.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 101 | 0.0 |
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| IRS990/Form990PartVIISectionAGrp/FormerOfcrDirectorTrusteeInd | 1 | X |
| IRS990/Form990PartVIISectionAGrp/FormerOfcrDirectorTrusteeInd | 2 | X |
| IRS990/Form990PartVIISectionAGrp/FormerOfcrDirectorTrusteeInd | 3 | X |
| IRS990/Form990PartVIISectionAGrp/FormerOfcrDirectorTrusteeInd | 4 | X |
| IRS990/Form990PartVIISectionAGrp/FormerOfcrDirectorTrusteeInd | 5 | X |
| IRS990/Form990PartVIISectionAGrp/FormerOfcrDirectorTrusteeInd | 6 | X |
| IRS990/Form990PartVIISectionAGrp/FormerOfcrDirectorTrusteeInd | 7 | X |
| IRS990/Form990PartVIISectionAGrp/FormerOfcrDirectorTrusteeInd | 8 | X |
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| IRS990/Form990PartVIISectionAGrp/HighestCompensatedEmployeeInd | 2 | X |
| IRS990/Form990PartVIISectionAGrp/HighestCompensatedEmployeeInd | 3 | X |
| IRS990/Form990PartVIISectionAGrp/HighestCompensatedEmployeeInd | 4 | X |
| IRS990/Form990PartVIISectionAGrp/IndividualTrusteeOrDirectorInd | 0 | X |
| IRS990/Form990PartVIISectionAGrp/IndividualTrusteeOrDirectorInd | 1 | X |
| IRS990/Form990PartVIISectionAGrp/IndividualTrusteeOrDirectorInd | 2 | X |
| IRS990/Form990PartVIISectionAGrp/IndividualTrusteeOrDirectorInd | 3 | X |
| IRS990/Form990PartVIISectionAGrp/IndividualTrusteeOrDirectorInd | 4 | X |
| IRS990/Form990PartVIISectionAGrp/IndividualTrusteeOrDirectorInd | 5 | X |
| IRS990/Form990PartVIISectionAGrp/IndividualTrusteeOrDirectorInd | 6 | X |
| IRS990/Form990PartVIISectionAGrp/IndividualTrusteeOrDirectorInd | 7 | X |
| IRS990/Form990PartVIISectionAGrp/IndividualTrusteeOrDirectorInd | 8 | X |
| IRS990/Form990PartVIISectionAGrp/IndividualTrusteeOrDirectorInd | 9 | X |
| IRS990/Form990PartVIISectionAGrp/IndividualTrusteeOrDirectorInd | 10 | X |
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| IRS990/Form990PartVIISectionAGrp/IndividualTrusteeOrDirectorInd | 13 | X |
| IRS990/Form990PartVIISectionAGrp/IndividualTrusteeOrDirectorInd | 14 | X |
| IRS990/Form990PartVIISectionAGrp/IndividualTrusteeOrDirectorInd | 15 | X |
| IRS990/Form990PartVIISectionAGrp/IndividualTrusteeOrDirectorInd | 16 | X |
| IRS990/Form990PartVIISectionAGrp/IndividualTrusteeOrDirectorInd | 17 | X |
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| IRS990/Form990PartVIISectionAGrp/OfficerInd | 5 | X |
| IRS990/Form990PartVIISectionAGrp/OfficerInd | 6 | X |
| IRS990/Form990PartVIISectionAGrp/OfficerInd | 7 | X |
| IRS990/Form990PartVIISectionAGrp/OfficerInd | 8 | X |
| IRS990/Form990PartVIISectionAGrp/OfficerInd | 9 | X |
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| IRS990/Form990PartVIISectionAGrp/OfficerInd | 11 | X |
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| IRS990/Form990PartVIISectionAGrp/OfficerInd | 14 | X |
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| IRS990/Form990PartVIISectionAGrp/OfficerInd | 16 | X |
| IRS990/Form990PartVIISectionAGrp/OfficerInd | 17 | X |
| IRS990/Form990PartVIISectionAGrp/OfficerInd | 18 | X |
| IRS990/Form990PartVIISectionAGrp/OfficerInd | 19 | X |
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| IRS990/Form990PartVIISectionAGrp/OfficerInd | 22 | X |
| IRS990/Form990PartVIISectionAGrp/OfficerInd | 23 | X |
| IRS990/Form990PartVIISectionAGrp/OfficerInd | 24 | X |
| IRS990/Form990PartVIISectionAGrp/OfficerInd | 25 | X |
| IRS990/Form990PartVIISectionAGrp/OfficerInd | 26 | X |
| IRS990/Form990PartVIISectionAGrp/OfficerInd | 27 | X |
| IRS990/Form990PartVIISectionAGrp/OfficerInd | 28 | X |
| IRS990/Form990PartVIISectionAGrp/OfficerInd | 29 | X |
| IRS990/Form990PartVIISectionAGrp/OfficerInd | 30 | X |
| IRS990/Form990PartVIISectionAGrp/OfficerInd | 31 | X |
| IRS990/Form990PartVIISectionAGrp/OfficerInd | 32 | X |
| IRS990/Form990PartVIISectionAGrp/OfficerInd | 33 | X |
| IRS990/Form990PartVIISectionAGrp/OfficerInd | 34 | X |
| IRS990/Form990PartVIISectionAGrp/OfficerInd | 35 | X |
| IRS990/Form990PartVIISectionAGrp/OfficerInd | 36 | X |
| IRS990/Form990PartVIISectionAGrp/OfficerInd | 37 | X |
| IRS990/Form990PartVIISectionAGrp/OfficerInd | 38 | X |
| IRS990/Form990PartVIISectionAGrp/OfficerInd | 39 | X |
| IRS990/Form990PartVIISectionAGrp/OfficerInd | 40 | X |
| IRS990/Form990PartVIISectionAGrp/OfficerInd | 41 | X |
| IRS990/Form990PartVIISectionAGrp/OfficerInd | 42 | X |
| IRS990/Form990PartVIISectionAGrp/OfficerInd | 43 | X |
| IRS990/Form990PartVIISectionAGrp/OfficerInd | 44 | X |
| IRS990/Form990PartVIISectionAGrp/OfficerInd | 45 | X |
| IRS990/Form990PartVIISectionAGrp/OfficerInd | 46 | X |
| IRS990/Form990PartVIISectionAGrp/OfficerInd | 47 | X |
| IRS990/Form990PartVIISectionAGrp/OfficerInd | 48 | X |
| IRS990/Form990PartVIISectionAGrp/OfficerInd | 49 | X |
| IRS990/Form990PartVIISectionAGrp/OfficerInd | 50 | X |
| IRS990/Form990PartVIISectionAGrp/OfficerInd | 51 | X |
| IRS990/Form990PartVIISectionAGrp/OfficerInd | 52 | X |
| IRS990/Form990PartVIISectionAGrp/OfficerInd | 53 | X |
| IRS990/Form990PartVIISectionAGrp/OfficerInd | 54 | X |
| IRS990/Form990PartVIISectionAGrp/OfficerInd | 55 | X |
| IRS990/Form990PartVIISectionAGrp/OfficerInd | 56 | X |
| IRS990/Form990PartVIISectionAGrp/OfficerInd | 57 | X |
| IRS990/Form990PartVIISectionAGrp/OfficerInd | 58 | X |
| IRS990/Form990PartVIISectionAGrp/OfficerInd | 59 | X |
| IRS990/Form990PartVIISectionAGrp/OfficerInd | 60 | X |
| IRS990/Form990PartVIISectionAGrp/OfficerInd | 61 | X |
| IRS990/Form990PartVIISectionAGrp/OfficerInd | 62 | X |
| IRS990/Form990PartVIISectionAGrp/OfficerInd | 63 | X |
| IRS990/Form990PartVIISectionAGrp/OfficerInd | 64 | X |
| IRS990/Form990PartVIISectionAGrp/OfficerInd | 65 | X |
| IRS990/Form990PartVIISectionAGrp/OfficerInd | 66 | X |
| IRS990/Form990PartVIISectionAGrp/OfficerInd | 67 | X |
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Displayed year
2019 • Form 990Detailed filing. Detailed filing data is available for this year.