2020-11-06T08:00:49-06:00 2019-12-31 350921680 CROWE LLP 155 West Nationwide Blvd Suite 500 Columbus OH 432152570 990 2019-01-01 316060347 The Research & Educational Foundation of the Ohio Hospital Association RESE 6142217614 155 East Broad Street 301 Columbus OH 432153640 Mary Gallagher Executive VP/Chief of Staff 2020-11-06 true MALLORY FAIRLESS P10321579 6144690001 2019 2021-01-29 14:40:06Z Institute for Health Innovation Michael Abrams 155 East Broad Street 301 Columbus OH 432153640 5998985 false X www.ohiohospitals.org X 1965 OH The mission of The Research and Educational Foundation of The Ohio Hospital Association is to evaluate, focus and engage in change activities that lead and enable the pursuit of excellence in safety and quality and in improving the health of our communities. 15 14 4 25 0 0 1183709 883038 4221804 3787913 232200 327157 38903 4000 5676616 5002108 179276 5000 0 0 1114981 1225393 0 0 0 3929236 3018105 5223493 4248498 453123 753610 9229388 10732002 1517373 647071 7712015 10084931 X The mission of The Research and Educational Foundation of The Ohio Hospital Association is to evaluate, focus and engage in change activities that lead and enable the pursuit of excellence in safety and quality and in improving the health of our communities. false false 2798927 5000 3260147 Quality Programs Sepsis Mortality: For the fifth year, the OHA Statewide Sepsis Initiative was facilitated in response to the OHA Board-directed goal of a statewide reduction in sepsis mortality to 14.9%. One hundred twenty-five member hospitals have maintained their commitment to participate in the ongoing initiative which includes data submission regarding compliance to the elements of the 3-hour sepsis bundle, monthly educational/coaching call and dissemination of effective practices. A sepsis website was hosted and maintained. Monthly evidence-based, continuing education webcasts were posted to the site along with evidence-based literature and resources. OHA analyzed and provided quarterly sepsis comparator data outcomes reports to participating hospitals. Report enhancements were made to include incidence, mortality, length of stay, readmissions, admission source, and 3-hour bundle element compliance. Hospital Improvement Innovation Network (HIIN) OHA was awarded the Hospital Improvement Innovation Network award effective September 28, 2016. Recruitment was conducted and 104 hospitals submitted commitments to participate. The initiative was designed to reduce all-cause preventable inpatient harm by 20% and readmissions by 12%. Hospital commitments included: -Work with OHA to assess the organization's current improvement projects and areas of need for improvement -Implement OHA's recommendations for the organization's participation in this project whether that will be to sustain current improvements or to implement new initiatives -Form a multi-disciplinary team which include: * Senior health care facility executive champion(s) * Site project team leader * Physician champion(s)/epidemiologist(s) * Quality/process improvement specialists * And others as appropriate such as: ~ Nursing manager/director/champion(s) ~ Bedside nurses and pertinent clinical disciplines ~Data collector/submitter (if different than someone listed here) ~Infection control practitioner(s) ~Pharmacy ~Laboratory -Submit the required outcome and process measures on a monthly and quarterly basis to the OHA, allowing enough time to provide aggregate data to CMS by the assigned due date. -Develop an action plan based on a completed gap analysis -Implement harm reduction strategies to meet or exceed HIIN improvement goals -Incorporate patient centered, person and family engagement and safe care practices into all methodologies -Consider health disparity and health literacy in the development of patient education materials, communications, and care planning -Incorporate antibiotic stewardship into improvement plan -Host the regional coordinator onsite on a quarterly basis -Submit monthly data collection by the established due date -Meet regularly with team to develop strategies for improvement and reporting process -Share internal data with leadership and staff so they can continually work on improvement plan -Conduct educational programming for staff to meet the project goals as appropriate -Identify any problems with project implementation and alert the regional coordinator as soon as possible -Collaboration with other hospitals participating in the OHA HIIN -Share effective practices with regional coordinators -Provide baseline data and metrics -Provide monthly process and outcome measure data either by granting access to NHSN or enter data onto the OHA data entry site -Provide quarterly process and outcome measure data through existing administrative data set -Participation by at least one member of the organization in monthly coaching calls, webinars, conferences, etc. -Participation as a mentor facility, as requested and able, for an area of identified strength -Recognize that in addition to meeting the base 20/12 reduction goals, HIIN continued to place additional emphasis on the following: * Adverse drug events (ADE) to include opioid safety, anticoagulation safety, and glycemic management * Catheter-associated urinary tract infections (CAUTI) to all hospital settings, including avoiding placement of catheters in the ER and in the hospital * Central line-associated bloodstream infections (CLABSI) to all hospital settings * Clostridium difficile (C. diff) infection, including Antibiotic Stewardship * Injury from falls and immobility * Sepsis and septic shock * SSI to include at a minimum, colon, abdominal hysterectomy, total hip replacements and total knee replacements * Venous thromboembolism (VTE), at a minimum to all surgical settings * Ventilator-associated events (VAE) to include Ventilator-associated conditions (VAC), infection-related ventilator-association complications (IVAC) and ventilator-associated pneumonia (VAP) * Readmissions -In addition to the required base measures outlined above, each hospital participated in at least one of the selected initiative(s) below: * Multi-drug Resistant Organisms (e.g. MRSA, VRE, CRE, etc.) * Hospital culture of safety that fully integrates patient safety with worker safety * Iatrogenic delirium -Developing a metric to measure and report all-cause harm within the HIIN Network OHA commitments included: * Provide outcomes data using existing data sources * Obtain data from NHSN on behalf of our organization * Provide a web-based data entry site to enable timely data collection and submission * Provide free access to Wayfinder and associated data reports for the duration of HIIN * Provide Hand Hygiene Process Observers to collect up to 150 hand hygiene observations monthly from our organization at no additional cost to hospitals * Provide Educational programming and resources related to the HIIN topics * Provide Regional Coordinators to serve as a reference and support to our organization * Provide engagement awards based on the level of engagement and level of attainment of benchmarks at the end of the contract Continuous Service Readiness (CSR): Access to continuous survey readiness services for hospital accreditation were facilitated for member hospitals via subscription to the CSR consultant service for 95 hospitals. Provided both a Spring and a Fall conference related to accreditation standards. Regional Quality Collaboratives: Regional quality collaboratives were facilitated in the Northeast, Central and Northwest Ohio regions. Each collaborative was facilitated by two co-chairs. Collaborative services included facilitating meetings and providing quarterly data reports including PSI, readmissions, sepsis. Quality Summit: The 12th Annual Quality Summit was conducted on June 5, 2019 with over 450 attendees participating. The summit was held at the Columbus Hilton at Easton, Columbus, Ohio and featured three panel presentations including, The Impact of High Reliability Organizations, High Reliability Rounding and Equity of Care. Seventy professional poster presentations with ample networking opportunities to disseminate effective practices were coordinated. Following the summit, recordings of panel presentations and poster abstracts were posted to the OHA website. Hand Hygiene: The hand hygiene program contracted hand hygiene observers and reporting continued. Certain hospitals and hospital systems saw the need for continuous hand hygiene monitoring on a monthly basis and at higher thresholds of observations than associated with projects typically led by OHA. This program afforded data continuity for dashboard purposes and avoided the loss or lag of data between OHA projects & funding, such as the HIIN programs. Innovations in statewide hand hygiene included: - Continuation of huddles to include and address HH rates and goals - Updates of HH to performance expectations in job descriptions and unit policies and procedures - Regional re-training and education for process observers - Expansion of education content to address a culture of change managers and leaders WayFinder: As the Institute was awarded the federal HIIN contract through CMS, REF continued to work on the usage of the Battelle WayFinder platform. This predictive analytics platform was provided at no cost to HIIN-participating hospitals. REF worked with participating hospitals to provide user training and platform improvement. REF worked with Battelle to create a supplemental monthly summary report for the data inclusive of the platform. These reports were posted on a regular basis to the platform and is of no cost to participating hospitals. Physician Leadership Council: The Physician Leadership Council brought together clinical leaders from 22 hospitals and health systems around the state, collectively representing more than half of the acute care hospitals in Ohio. In 2019, the Council's work was directed toward improving physician and other clinician engagement through assessment and intervention, both at the individual and system level and EHR optimization. Four meetings of the Physician Leadership Council were facilitated during the year. 394246 0 531766 Ohio Patient Safety Institute Patient Safety Organization (OPSI PSO): Patient safety data collection and analysis was continued for 49 members voluntarily participating in OPSI Patient Safety Organization (PSO) while securing uniform federal confidentiality and privilege protections. Based on OPSI's 3 objectives, the following will outline 2019 accomplishments. OPSI shall set the Ohio patient safety agenda as the convener or facilitator by: * Identifying, sharing, disseminating best practices, and using those practices to set statewide benchmarks * Acting as the catalyst to provide safe patient-centered care along the continuum Current and Potential Activities/Programs in support of objective: * Best Practice Award (annual) - 2019 Best Practice Awards was presented June 5, 2019 to: -Cleveland Clinic Main Campus received the OPSI Acute Care Best Practice Award for "Discharge Checklist." -Nationwide Children's Hospital received the OPSI Primary Care Best Practice Award for "PCP: Continuity of Care" -Cleveland Clinic Fairview Hospital received the OPSI Patient Engagement Best Practice Award for "Reduction of Opiate Use in Post-Operative Cesarean Section Patients." * National Patient Safety Week - "Together in Safety" - March 10 - 16, 2019 - developed calendar, posters, daily messaging, free teleconferences to support patient safety week at the hospitals. Had high respond to teleconferences and posters * Medication Safety Brochures - continue receiving requests for brochures and cards * Updated the medication brochure this year to meet current standards * OHA Partnership for Patients Hospital Improvement Innovation Network (OHA HIIN): - HIIN option year contract was awarded March 25, 2019 and will continue to March 31, 2020. - Currently 85 hospitals have signed up to participate in the OHA HIIN. Results to date: ~ Met or exceeded targets - Anticoagulation, Glucose management, Opioid, CAUTI, CLABSI, CDI, SSI (Colon, Hysterectomy), Sepsis, PVAP, MRSA, Worker Safety, Iatrogenic Delirium ~ Making progress but not at target -Falls, VAE ~ Opportunity - Pressure Ulcers, VTE, Readmissions As a designated PSO, OPSI will be a conduit to identify opportunities for improvement and effective practices by: * Adopting and developing tools to enhance patient safety * Providing leadership and consulting services to integrate evidence-based safe practices in healthcare settings * Working with local, state, and national partners whenever possible Current and Potential Activities/Programs in support of objective: * Recruit members to PSO - Currently have 60 hospitals enrolled * New so far this year - Kettering Health Troy Hospital, OhioHealth Grove City * Recruitment Efforts * Deborah Zanath contacted potentially interested hospitals ~ Contacted 46 hospitals, quotes sent to 11 hospitals, multiple presentations * Patient safety alerts, etc. from PSO - ~ Currently sharing national alerts * Held quarterly OPSI PSO User Groups * Webinars * Transgender Patient Safety - Advanced Concepts * Leveraging the EMR to Improve Sepsis Outcome: A Quality Improvement Project * A Multidisciplinary Perspective on Optimizing Safe Implementation and Use of Infusion Pumps * ECRI Institute's Top 10 Patient Safety Concerns * Bridging the Gap Between Implementation Science and Integration of Best Practice: A Practical Approach OPSI shall be a leader in creating a learning culture that emphasizes patient safety through professionalism, collaboration, interpersonal skills, and teamwork by: * Spreading a culture of safety, mitigating risks, facilitating effective communication, and enhancing safe behavior Current and Potential Activities/Programs in support of objective: * 2019 Best Practice OPSI Audio Conference Series * Diagnostic Error OPSI Audio Conference Series 301352 0 0 Community Health: Opioid Response Initiative (ORI) The Opioid Response Initiative targets hospitals most disproportionately affected by the opioid epidemic, bringing together hospital leaders from 23 sites around the state. The goals of the ORI are divided into three focus areas of advocacy, intervention and economic sustainability with clinical interventions grouped into target areas of prevention, harm reduction, and transition to treatment and recovery. In addition to the remarkable clinical initiatives launched by member hospitals and spread among ORI participants, much of the efforts were concentrated in two areas: * Data and Grant Development * As a data support area: -Continued support for the public data release for opioid overdose with data presented statewide, by market area, and by county, with appropriate HIPAA restrictions -The Opioid Data Collaborative, or ODC, was launched July 2018 to serve as a data-aggregating and benchmarking service for opioid prescribing at participating hospitals with a goal to support hospitals' internal efforts in right-sizing opioid prescribing by peer-to-peer education and large statewide comparison groups -The practice areas include emergency departments, hospital discharge, outpatient surgical centers, and physician offices -Participating hospitals receive free quarterly reports. First reports were delivered in December 2019: 1. Data Integrity Report - this includes data at the hospital level and is intended to provide a view of the data the facility has submitted 2. Use Case Report - this includes data for hospital(s) and health system (if applicable) and is intended to provide information about data compared to the project-wide benchmarks 3. Provider Report - this includes data for each individual hospitals' providers and is intended to provide information about the hospital specific data compared to the health system (if applicable) and the project-wide benchmarks for hospitals who submit this data. -At the time of this submission, there are 103 participating hospitals Under the grant development efforts, successes included: -The Cardinal Health Foundation supported a three-pronged approach to the opioid epidemic including 1) a patient, community, and clinician online resource hub to bring the most up-to-date information around treatment resources and interventions, 2) launch of the Opioid Data Collaborative to benchmark opioid prescribing around the state, and 3) exploration of resources to provide alternatives to opioids in patients with chronic pain and on chronic opioid medications. The work began in 2018, the contract was amended in mid-2019, and was completed in early 2020. Award: $353,334 for 18 months -The Coverys Healthcare Foundation approved a grant that began in January 2019 that focuses on clinician education. These efforts include regular opioid-related webinars, provision of an online learning tool called Smart Rx that provides education on guidelines and recommendations as well as Ohio-specific regulations and laws, and lastly ongoing support of the Opioid Data Collaborative. Award: $288,677.82 over 3.5 years. Infant Mortality - Presented an annual data analysis of the Ohio Infant Mortality data and rankings for the various OHA clinical and executive boards. - OHA served on executive/steering committees for the Ohio Perinatal Quality Collaborative, Cradle Cincinnati, NAPPSS National Coalition, and Ohio March of Dimes. Safe Sleep - OHA continued its "Safe Sleep is Good4Baby" initiative aimed at promoting the ABC's of safe sleep practices in Ohio. In 2017, OHA and the Ohio Department of Health partnered to create a free resource for hospitals around promoting 'safe sleep and breastfeeding'. This resource was further distributed statewide in 2019 at no cost and is available online. - Maintained the statewide interactive map for Ohio Department of Health of the locations of Cribs For Kids sites across the state. - In partnership with member hospitals, ODH, and the leadership of the NAPPSS-INN initiative, OHA helped recruit four member hospitals into the latest cohort of this national initiative to improve breastfeeding and safe sleep outcomes. These hospitals were MetroHealth Medical Center, Mount Carmel St. Ann's, Mercy Health Anderson Hospital, and The Christ Hospital. OHA is also supporting these hospitals with free onesies and breastfeeding education. Breastfeeding - The First Steps for Healthy Babies, a quarterly recognition program for hospitals implementing the 10 Steps to Successful Breastfeeding, was launched in March of 2015 in partnership with the Ohio Department of Health. In 2019, the program expanded its reach to over 95% of the maternity hospitals in the state. - The First Steps program partnered with the Ohio Lactation Consultants Association (OLCA) and Ohio Breastfeeding Alliance (OBA) to revive a 'Bag Free' recognition program for hospitals. This program launched in early 2016 and was continued in 2019. 80 hospitals were recognized for their work in 2018, with two hospitals also given honorable mention recognition. This reflects over a 50% increase in participation since the first year. - The First Steps program was invited to the Annual OLCA conference on March 2019. Ryan Everett presented at the main session about the First Steps program and the progress made in Ohio. This was followed with a recognition of all awarded hospitals for the 'Ban the Bag' program. Maternal Health On April 15, 2019 OHA sent out a survey to representatives from all the maternity hospitals in Ohio. Follow-up conversations and reminders occurred over the following months to improve the response rate. In July, the survey was closed with roughly 2/3 of the hospitals having completed the survey. We also collected feedback through meetings such as the OHA Board, CAC, and IHI Board. Additionally, OHA staff communicated with hospital teams and partner organizations during this time to gather additional feedback. Based on the feedback gathered during the statewide environmental scan, OHA staff presented three potential strategies to the Clinical Advisory Committee. All three strategies were approved by the CAC and sent to the OHA Board for approval. At the OHA Board retreat in August, the strategies were adopted. Strategy #1 is to begin this work by focusing on and supporting hospitals with the hypertension and obstetric hemorrhage bundles/indicators. Strategy #2 is for Ohio to join the national AIM initiative. Strategy #3 is for OHA to develop a steering committee to guide our work in this space. In November, OHA reached out to members hospitals/health systems and partner organizations to invite them to join the maternal health steering committee. Representatives from rural hospitals, large systems, AWHONN, ACOG, OPQC, and others have already accepted the invitations to join. OHA hosted a 'kick-off' web-based call with this group on December 18, 2019 to develop the structure and focus for 2020 and beyond. 229426 0 0 Disaster Preparedness: Ebola and Other Special Pathogens Initiatives and Funding: - The work of the Ohio Emerging Pathogens Coalition was supported by a grant from ODH of $496,596 for the 2018-2019 grant year, and $120,000 for the 2019-2020 grant year. The work was maintained by assessment, treatment and front-line hospitals along with public health, EMS, and Ohio Department of Health. The following actions were maintained: - Performed a survey of Ebola Assessment Hospitals, the Ebola Treatment Hospital and select Front line hospitals for evaluating the inventory of Personal Protective Equipment (PPE) and Airborne Infection Isolation Rooms. This was completed on March 22, 2019 - Developed a Waste Management tool using state and national guidance for Category A highly infectious waste. Submitted March 4, 2019 - Hosted quarterly meetings of the Ohio Emerging Pathogens Coalition. - Continued annual training modules to be utilized for all hospitals on Ebola and emerging pathogens - Developed further educational model to help front line hospitals prepare for caring for a patient who potentially might have Ebola or other high-risk pathogen, including the need to identify, isolate and inform as per CDC recommendations, and then transfer to the most appropriate facility - A functional exercise was performed on April 10, 2019 that evaluated the identification and transfer of a patient with suspected Ebola to an EAH or ETC. Participants in the exercise included, FLH, EAH, ETC, EMS, RPHC, RHC, and ODH 229426 3723951 true true false false false false false false false false false false false true true true false false false false false false false false false false false false true false false false false false false false false false false false false false true false true false true X 49 0 true 4 true false false false false false false false false false false false false X 15 14 false false false false true true true true true false false true true true true true true false false false X Erin Reimer Biles 6142217614 155 E BROAD STREET Suite 301 COLUMBUS OH 432153640 Chip Hubbs Chair 1.0 1.0 X X 0 0 0 Cynthia Moore-Hardy Chair-Elect 1.0 0 X X 0 0 0 Kevin Webb Secretary/ Treasurer 1.0 1.0 X X 0 0 0 Michael Abrams President & CEO 1.0 39.0 X X 0 833321 92104 Anthon Brooks Trustee-at-Large 1.0 0 X 0 0 0 Bruce White Past Chair 1.0 3.0 X 0 0 0 Heidi Gartland Trustee-at-Large 1.0 1.0 X 0 0 0 James Pancoast Member-at-Large 1.0 0 X 0 0 0 Jeffrey Klingler Trustee-at-Large 1.0 0 X 0 0 0 LeeAnn Lucas-Helber Trustee-at-Large 1.0 0 X 0 0 0 Phillip Ennen TRUSTEE-AT-LARGE 1.0 0 X 0 0 0 Rob Montagnese Trustee-at-Large 1.0 0 X 0 0 0 Scott Malaney Trustee-at-Large 1.0 0 X 0 0 0 Thomas Stover Trustee-at-Large 1.0 0 X 0 0 0 William Harding Trustee-at-Large 1.0 0 X 0 0 0 Mary Gallagher Executive VP & Chief of Staff 1.0 39.0 X 0 419761 96699 James Guliano Vice President, Quality Programs 32.0 8.0 X 197038 0 40713 Rosalie Weakland Senior Director, Quality Programs 40.0 0 X 148785 0 35930 345823 1253082 265446 2 false true false Battelle Memorial Institute 505 King Ave Columbus OH 43201 Research 887280 JOINT COMMISSION RESOURCES 1515 WEST 22ND STREET OAKBROOK IL 60523 CONTINUED SURVEY READINESS 493128 ECRI INSTITUTE 5200 BUTLER PIKE PLYMOUTH MEETING PA 19462 PATIENT SAFETY ORGANIZATION 279972 Health Services Advisory Group Inc 3133 E Camelback Road Ste 100 Phoenix AZ 85016 Hospital Improvement Innovation Network 220953 SHESS LLC 9643 Valentine Road SW Stoutsville OH 43154 Hospital Improvement Innovation Network 124731 5 529360 353678 883038 Quality Institute 900099 3256147 3256147 Ohio Patient Safety Institute 900099 531766 531766 0 0 0 0 3787913 282824 282824 0 0 1041210 996877 44333 0 44333 44333 Miscellaneous Income 900099 4000 4000 0 0 0 0 4000 5002108 3791913 0 327157 X 5000 5000 0 0 891510 716471 175039 76163 59512 16651 197809 153400 44409 59911 49248 10663 2710769 2658716 52053 0 63081 2063 61018 50034 50034 59326 19832 39494 57921 57921 57757 57757 8835 8835 Miscellaneous 10382 1788 8594 0 0 0 0 4248498 3723951 524547 0 2491173 2732944 256558 845531 0 0 0 0 108947 115929 0 0 0 0 6353991 7025098 0 0 18719 12500 9229388 10732002 194305 164953 763750 0 0 0 559318 482118 1517373 647071 X 7712015 9454524 630407 7712015 10084931 9229388 10732002 X 753610 409239 1210067 X false true X true false X X 1 OHIO HOSPITAL ASSOCIATION 314270340 9 true 0 0 1 0 0 true false true true true false false false false false false false false false false false false true false Schedule A, Part IV, Section A, Line 3b Qualified Under 501C(4)(5) Or (6) The organization, using input from the supported organization, completes a pro forma Schedule A, Part III annually to confirm the supported organization meets the Section 509(a)(2) public support test. The support calculation is maintained in the supporting organization's files. Schedule A, Part IV, Section A, Line 3c Support To Org. Used Exclusively Sec. 170(c)(2)(B) Purposes The supporting organization does not provide monetary support to its supported organization. If the filing organization were to provide monetary support to its supported organization, it would ensure such support is used solely for charitable purposes. RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED Due to Related Party 482118 482118 X 5411347 409239 0 409239 5002108 0 0 5002108 4248498 0 0 4248498 0 0 4248498 Schedule D, Part X, Line 2 FIN 48 (ASC 740) footnote The Internal Revenue Service has ruled that the Foundation is a tax exempt organization as defined under Section 501(c)(3) of the Internal Revenue Code. Accordingly, no provision for federal income taxes has been made in the financial statements. Additionally, the Foundation has been determined not to be a private foundation under Section 509(a) of the U.S. Internal Revenue Code. Accounting principles generally accepted in the United States of America prescribe recognition thresholds and measurement attributes for the financial statement recognition and measurement of a tax position taken or expected to be taken in a tax return. Tax benefits will be recognized only if the tax position is more likely-than-not sustained in a tax examination, with a tax examination being presumed to occur. The amount recognized will be the largest amount of tax benefit that is greater than 50% likely of being realized on examination. For tax positions not meeting the more-likely-than-not test, no tax benefit will be recorded. Management has concluded that they are unaware of any tax benefits or liabilities to be recognized at December 31, 2019 and 2018. The Foundation does not expect the total amount of unrecognized tax benefits to significantly change in the next 12 months. The Foundation would recognize interest and penalties related to the unrecognized tax benefits in interest and income tax expense, respectively. The Foundation has no amounts accrued for interest or penalties as of December 31, 2019 and 2018. false false false false false false false false false Michael Abrams President & CEO 0 639201 0 161673 0 32447 0 29750 0 62354 0 925425 0 0 Mary Gallagher Executive VP & Chief of Staff 0 328540 0 69959 0 21262 0 32200 0 64499 0 516460 0 0 James Guliano Vice President, Quality Programs 161136 0 32765 0 3137 0 13374 0 27339 0 237751 0 0 0 Rosalie Weakland Senior Director, Quality Programs 128174 0 15018 0 5593 0 15122 0 20808 0 184715 0 0 0 Schedule J, Part I, Line 3 Arrangement used to establish the top management official's compensation The organization relied on Ohio Hospital Association's (OHA), a related tax-exempt organization, process to compensate the Chief Executive Officer (CEO). AN INDEPENDENT COMPENSATION COMMITTEE DELEGATED BY THE BOARD OF TRUSTEES IS RESPONSIBLE FOR THE YEARLY COMPENSATION REVIEW OF THE CEO. OUTSIDE CONSULTANTS, SALARY SURVEYS, AND DATA FROM COMPARABLE ORGANIZATIONS ARE USED IN THE PROCESS OF DETERMINING THE CEO'S COMPENSATION. THIS PROCESS WAS LAST PERFORMED IN 2019 AND IS DOCUMENTED WITHIN THE COMPENSATION COMMITTEE MINUTES. Form 990, Part III, Line 4d Description of other program services (Expenses $ 229,426 including grants of $ 0)(Revenue $ 0) Disaster Preparedness: Ebola and Other Special Pathogens Initiatives and Funding: - The work of the Ohio Emerging Pathogens Coalition was supported by a grant from ODH of $496,596 for the 2018-2019 grant year, and $120,000 for the 2019-2020 grant year. The work was maintained by assessment, treatment and front-line hospitals along with public health, EMS, and Ohio Department of Health. The following actions were maintained: - Performed a survey of Ebola Assessment Hospitals, the Ebola Treatment Hospital and select Front line hospitals for evaluating the inventory of Personal Protective Equipment (PPE) and Airborne Infection Isolation Rooms. This was completed on March 22, 2019 - Developed a Waste Management tool using state and national guidance for Category A highly infectious waste. Submitted March 4, 2019 - Hosted quarterly meetings of the Ohio Emerging Pathogens Coalition. - Continued annual training modules to be utilized for all hospitals on Ebola and emerging pathogens - Developed further educational model to help front line hospitals prepare for caring for a patient who potentially might have Ebola or other high-risk pathogen, including the need to identify, isolate and inform as per CDC recommendations, and then transfer to the most appropriate facility - A functional exercise was performed on April 10, 2019 that evaluated the identification and transfer of a patient with suspected Ebola to an EAH or ETC. Participants in the exercise included, FLH, EAH, ETC, EMS, RPHC, RHC, and ODH Form 990, Part V, Line 2a Common Pay Agent OHIO HOSPITAL ASSOCIATION (OHA) EIN 31-4270340 IS THE COMMON PAYING AGENT FOR THE FOLLOWING RELATED ORGANIZATIONS. THEREFORE, ALL APPLICABLE IRS TAX FILINGS ARE REPORTED BY OHA. --OHIO HOSPITALS GROUP RATED WORKERS COMPENSATION PROGRAM, INC. EIN 31-1314404 --THE RESEARCH & EDUCATIONAL FOUNDATION OF THE OHIO HOSPITAL ASSOCIATION EIN 31-6060347 --OHIO HEALTHCARE PURCHASING EIN 20-0414070 THE TOTAL NUMBER OF EMPLOYEES REPORTED ON FORM W-3 AND FILED BY THE COMMON PAYING AGENT, OHA, FOR THE YEAR ENDED DECEMBER 31, 2019 WAS 61. FOR PURPOSES OF REPORTING THE NUMBER OF EMPLOYEES ON THE FORM 990, PART V, LINE 2A, THERE WERE THE FOLLOWING FOR EACH RESPECTIVE ORGANIZATION: --OHIO HOSPITAL ASSOCIATION - 55 EMPLOYEES --OHIO HOSPITALS GROUP RATED WORKERS COMPENSATION PROGRAM, INC. - 0 EMPLOYEES --THE RESEARCH & EDUCATIONAL FOUNDATION OF THE OHIO HOSPITAL ASSOCIATION - 4 EMPLOYEES --OHIO HEALTHCARE PURCHASING - 2 EMPLOYEES Form 990, Part VI, Line 15b PROCESS USED TO ESTABLISH COMPENSATION OF OTHER OFFICERS/KEY EMPLOYEES THE ORGANIZATION DOES NOT HAVE OTHER OFFICERS OR KEY EMPLOYEES THAT RECEIVE COMPENSATION. THEREFORE, THIS QUESTION IS NOT APPLICABLE AND HAS BEEN ANSWERED "NO" IN ACCORDANCE WITH THE FORM 990 INSTRUCTIONS. THEY ARE COMPENSATED BY THE ORGANIZATION'S COMMON PAY AGENT, OHIO HOSPITAL ASSOCIATION (OHA), A RELATED TAX-EXEMPT ORGANIZATION. OHA CURRENTLY USES AN OUTSIDE CONSULTANT TO PERIODICALLY PROVIDE A BENCHMARK OF COMPARABLE SALARY RANGES FOR ALL OFFICERS AND KEY EMPLOYEES. THIS PROCESS WAS LAST PERFORMED IN 2019. OHIO HOSPITAL ASSOCIATION'S COMPENSATION IS BASED ON THE USE OF THIS DATA FOR SIMILARLY QUALIFIED INDIVIDUALS IN COMPARABLE POSITIONS AT SIMILAR SIZED ASSOCIATIONS. Form 990, Part VI, Line 15a PROCESS USED TO DETERMINE COMPENSATION FOR TOP MANAGEMENT OFFICIAL THE ORGANIZATION DOES NOT HAVE OFFICERS THAT RECEIVE COMPENSATION. THEREFORE, THIS QUESTION IS NOT APPLICABLE AND HAS BEEN ANSWERED "NO" IN ACCORDANCE WITH THE FORM 990 INSTRUCTIONS. THE CEO IS COMPENSATED BY THE ORGANIZATION'S COMMON PAY AGENT, OHIO HOSPITAL ASSOCIATION (OHA), A RELATED TAX-EXEMPT ORGANIZATION. THE COMPENSATION PROCESS IS THAT OF OHA'S. AN INDEPENDENT COMPENSATION COMMITTEE DELEGATED BY THE BOARD OF TRUSTEES IS RESPONSIBLE FOR THE YEARLY COMPENSATION REVIEW OF THE CHIEF EXECUTIVE OFFICER (CEO). OUTSIDE CONSULTANTS, SALARY SURVEYS, AND DATA FROM COMPARABLE ORGANIZATIONS ARE USED IN THE PROCESS OF DETERMINING THE CEO'S COMPENSATION. THIS PROCESS WAS PERFORMED IN 2019 AND IS DOCUMENTED WITHIN THE COMPENSATION COMMITTEE MINUTES. Form 990, Part VI, Line 1a Delegate broad authority to a committee The board of trustees may, by resolution, establish an executive committee, which shall consist of at least three (3) trustees, which committee shall have the power to transact all of the business of the corporation during the interim between meetings of the board of trustees and which shall have and exercise the authority of the board of trustees in the management of the corporation subject to any restrictions established by the board of trustees. The designation of the executive committee and the delegation thereto of such authority shall not operate to relieve the board of trustees, or any individual trustee of any responsibility imposed by law. The executive committee shall be subject to the control and direction of the board of trustees. Additionally, as the sole member of filing organization, Ohio Hospital Association, a related tax-exempt organization, has broad authority to act on behalf of the governing body. Please see the narratives for Part VI, Lines 6, 7a and 7b for a description of such authority. Form 990, Part VI, Line 6 Classes of members or stockholders The sole member of the Corporation shall be the Ohio Hospital Association, an Ohio nonprofit corporation. Form 990, Part VI, Line 7a Members or stockholders electing members of governing body As the sole member of the filing organization, OHA has the right to elect, appoint or remove members of the governing body. Form 990, Part VI, Line 7b Decisions requiring approval by members or stockholders As the sole member of the filing organization, OHA has the right to approve or deny significance governance decisions of the organization. Form 990, Part VI, Line 11b Review of form 990 by governing body The Form 990 was reviewed by management with the paid tax preparer. A copy of the organization's final form 990 (including required schedules), as ultimately filed with the IRS, was provided to each voting member of the organization's governing body and officers prior to its electronic filing with the IRS. Form 990, Part VI, Line 12c Conflict of interest policy EACH TRUSTEE, DIRECTOR, PRINCIPAL OFFICER, other officer, key employee, AND MEMBER OF A COMMITTEE WITH BOARD DESIGNATED POWERS SHALL ANNUALLY SIGN A STATEMENT WHICH AFFIRMS THAT SUCH PERSON HAS RECEIVED A COPY OF THE DUALITY OF INTEREST AND CONFLICT OF INTEREST POLICY, HAS READ AND UNDERSTANDS THE POLICY, HAS AGREED TO COMPLY WITH THE POLICY, AND UNDERSTANDS THE ORGANIZATION IS TAX-EXEMPT AND IN ORDER TO MAINTAIN ITS FEDERAL TAX EXEMPTION, IT MUST ENGAGE PRIMARILY IN ACTIVITIES WHICH ACCOMPLISH ONE OR MORE OF ITS TAX-EXEMPT PURPOSES. After a disclosure, and after any discussions with the interested person, the interested person may be asked by the chairperson to leave the board or committee meeting while the determination of a conflict of interest is discussed and voted upon. The remaining board or committee members shall decide if a conflict of interest exists. If a conflict of interest exists, the interested person may make a presentation to the board or committee and may be asked to leave the meeting during the discussion of, and the vote on, the arrangement that results in the conflict. After exercising due diligence, the board or committee shall determine whether the company can obtain a more advantageous arrangement with reasonable efforts from a person that would not give rise to a conflict of interest. If that is not reasonably attainable, the board or committee shall determine by a majority vote of the disinterested directors whether the arrangement is in the company's best interest. Form 990, Part VI, Line 19 Required documents available to the public Financial statements, governing documents, and conflict of interest policy are available upon request from the organization. Form 990, Part IX, Line 11g Other Fees Quality/Patient Safety Consulting - Total Expense: 501034, Program Service Expense: 501034, Management and General Expenses: , Fundraising Expenses: ; Emergency Preparedness - Total Expense: 183860, Program Service Expense: 183860, Management and General Expenses: , Fundraising Expenses: ; Hospital Improvement Innovation Network - Total Expense: 1829916, Program Service Expense: 1829916, Management and General Expenses: , Fundraising Expenses: ; Community Health Programs - Total Expense: 101188, Program Service Expense: 101188, Management and General Expenses: , Fundraising Expenses: ; Energy Programs - Total Expense: 42718, Program Service Expense: 42718, Management and General Expenses: , Fundraising Expenses: ; Other - Total Expense: 52053, Program Service Expense: , Management and General Expenses: 52053, Fundraising Expenses: ; Form 990, Part XI, Line 9 Other changes in net assets or fund balances Adoption of ASU 2014-09 ASU 2018-08 - 1210067; OHIO HOSPITAL ASSOCIATION (OHA) 155 E BROAD ST SUITE 301 COLUMBUS OH 43215 314270340 SEE PART VII OH 501(c)(6) NA false OHIO HOSPITALS GROUP RATED WORKERS COMP 155 E BROAD ST SUITE 301 COLUMBUS OH 43215 311314404 SEE PART VII OH 501(c)(6) OHA false OHIO HEALTH COUNCIL 155 E BROAD ST SUITE 301 COLUMBUS OH 43215 311708195 SEE PART VII OH 501(c)(3) Type I OHA false FRIENDS OF OHIO HOSPITALS 155 E BROAD ST SUITE 301 COLUMBUS OH 43215 311237308 SEE PART VII OH 527 OHA false Q3 Health Innovation Partners LLC 30 North Third St Suite 600 Harrisburg PA 17101 830909844 Quality Improvement PA OHA N/A OHIO HEALTHCARE PURCHASING INC DBA OHA SOLUTIONS 155 E BROAD ST SUITE 301 COLUMBUS OH 43215 200414070 PURCHASING CO OH OHA C Corporation false false false false false false false false false false false false false true true true true false false false Ohio Hospital Association P 516584 COST Schedule R, Part II, Column (b) Primary Activity 1. OHIO HOSPITAL ASSOCIATION PRIMARY ACTIVITY: A MEMBERSHIP DRIVEN ORGANIZATION THAT PROVIDES PROACTIVE LEADERSHIP TO CREATE AN ENVIRONMENT IN WHICH OHIO HOSPITALS ARE SUCCESSFUL IN SERVING THEIR COMMUNITIES. THIS NON-PROFIT TRADE ASSOCIATION WORKS ON BEHALF OF MEMBER HOSPITALS THROUGH LEADERSHIP IN THE DEVELOPMENT OF PUBLIC POLICY, IN THE REPRESENTATION AND ADVOCACY OF HOSPITAL INTERESTS, AND IN THE PROVISION OF SERVICES WHICH ASSIST HOSPITALS IN MEETING HEALTH CARE NEEDS AND IMPROVING THE HEALTH STATUS OF THEIR COMMUNITIES, WHICH IN TURN IMPROVES THE HEALTH CARE INDUSTRY AS A WHOLE. 2. OHIO HOSPITALS GROUP RATED WORKERS COMP PRIMARY ACTIVITY: THE PRIMARY PURPOSE OF THE OHIO HOSPITALS GROUP RATED WORKERS COMPENSATION PROGRAM, INC. IS TO DEVELOP AND IMPLEMENT PROGRAMS THAT WILL PROMOTE A SAFE WORKING ENVIRONMENT AND REDUCE HEALTH CARE COSTS. 3. OHIO HEALTH COUNCIL PRIMARY ACTIVITY: PROMOTION OF HEALTH BY COORDINATING THE EFFORTS OF ITS MEMBERS AND OTHER ORGANIZATIONS INTERESTED IN THE HEALTH OF COMMUNITIES. THIS PURPOSE INCLUDES FUNDING PROJECTS THAT CONDUCT HEALTH EDUCATION AND HEALTH PROMOTION PROGRAMS REGARDING THE ADVANTAGES TO THE HEALTH OF COMMUNITIES TO BE GAINED THROUGH THE PRACTICE OF MEDICINE AND OTHER HEALTH PROFESSIONS AND THE OPERATION OF HOSPITALS. 4. Friends of Ohio Hospitals Primary Activity: THE ORGANIZATION MAKES CONTRIBUTIONS IN SUPPORT OF POLITICAL CANDIDATES AND PARTIES IN THE INTEREST OF OHIO HOSPITALS.