2019-11-05T14:30:59-06:00 2018-12-31 350921680 CROWE LLP 155 West Nationwide Blvd Suite 500 Columbus OH 432152570 990 2018-01-01 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 2019-11-05 true MALLORY FAIRLESS P10321579 6144690001 2018 2020-03-31 21:24:44Z Institute for Health Innovation Michael Abrams 155 East Broad Street 301 Columbus OH 432153640 5676616 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. 16 16 6 25 0 0 870687 1183709 4104672 4221804 685734 232200 1150 38903 5662243 5676616 133949 179276 0 967182 1114981 0 0 3935607 3929236 5036738 5223493 625505 453123 8490516 9229388 955079 1517373 7535437 7712015 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 3386178 5100 3684052 Quality Institute: Sepsis Mortality: For the fourth year, the OHA Statewide Sepsis Initiative was facilitated in response to the OHA Board-directed goal of a statewide 30% reduction in sepsis mortality. 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 calls - Dissemination of effective practices A sepsis website was hosted and maintained. Monthly educational/coaching 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. Physician Leadership Council: The Physician Leadership Council was launched in 2017 and 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 2018, 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. Successes have included: - the implementation of a statewide burnout inventory with over 2500 respondents with hospital and system level reports delivered to medical leadership at each institution. This helped drive action and launch programs to address this in key member hospitals. The results were de-identified and shared with the permission of the Council at local, regional, and national forums - the pilot of a telehealth resource for assessment and treatment for individual physicians suffering from burnout - the participation in a multi-stakeholder coalition around wellness and resilience - sharing of best practices among member hospitals to further drive change Hospital Improvement Innovation Network (HIIN): OHA was awarded the Hospital Improvement Innovation Network award (HHSM-500-2016-00074C) effective September 28, 2016 and ending September 27, 2018 in the amount of $6,751,123.00. 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: o Nursing manager/director/champion(s) o Bedside nurses and pertinent clinical disciplines o Data collector/submitter (if different than someone listed here) o Infection control practitioner(s) o Pharmacy o 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 Effective September 28, 2018, a 6-month extension of the award was granted by the Centers for Medicare and Medicaid Services to continue the efforts listed above. 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. Quality Summit: The 11th Annual Quality Summit was conducted on June 6, 2018 with over 450 attendees participating. The summit was held at the Columbus Hilton at Easton, Columbus, Ohio and featured three panel presentations including: - Engaging Leaders In Clinical Quality Initiatives - Leaders Engaging High Performing Teams - Leadership for Successful Outcomes One hundred three 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: In 2018, 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. OSU, Cleveland Clinic, Genesis, Lake Health, University of Cincinnati Medical Center, and Mount Carmel are examples of systems who made such a request. Other locations within OHA member community hospitals chose to participate, such as Berger and Memorial Hospital of Union County. This program afforded data continuity for dashboard purposes and avoided the loss or lag of data between OHA projects & funding, such as the HIIN program. OHA 2018 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 835260 174176 Disaster Preparedness: Statewide Healthcare Preparedness Coordination Initiatives: State funds in the amount of $355,681.00 for the period of July1, 2017 - June 30, 2018 were used to initiate and sustain existing programs/initiatives and develop and implement new statewide programs/initiatives as well as provide funding for the Director of Public Health Programs to oversee this grant. These initiatives included: - Burn Surge - Pediatric Coalition - Surgenet Training - Regional Hospital Coordinator Training - ESF8 Mass Casualty/Medical Surge Exercise - Multi-Year Training and Education Planning - Exercises and After-Action Reports - Volunteer Management Planning (funding was realized from a carryover amount of $17,917.00) A decision to cease the Ohio Hospital Association subcontractor role in the statewide healthcare initiative grant was made and the Ohio Department of Health was notified of same in July 2018. A transition plan of bi-weekly collaborative transition meetings with the Ohio Department of Health occurred from August through December 2018. OHA officially ended its subcontractor role as of December 31, 2018. Regional Health Care System Coordination for Disaster Preparedness Initiative: Regional funds in the amount of $491,079.81 were received to complete required deliverables and provide a minimum amount of $1,500.00 funding for each hospital in the southeast region. These funds provide the opportunity for healthcare facilities in the southeast region to address their preparedness initiatives as well as supporting the regional healthcare coordinator, the regional coalition coordinator, and 5 county coalitions. These initiatives included: - Liaison between the county coalition leads and the regional coalition ensuring requests for data are fulfilled and/or activities prescribed, including but not limited to trainings and educational initiatives are completed - Quarterly in-person meetings with the county coalition leads to ensure information exchange for effective healthcare planning and emergency response is either in place or being implemented - Quarterly updates on the status of the local coalitions to the regional coalition - Development of spending plans for the purchase of assets necessary for local healthcare system preparedness for submission to the regional coalition for review and approval. Following approval, track all purchases through the submission of invoices and processing of reimbursements to the purchasing agency. - Facilitation of two full regional meetings of the Southeast Ohio Healthcare Coalition and quarterly meetings with the regional coalition - Development and oversight of committees, workgroups, or other such bodies to fulfill grant and committee determined deliverables - Ensure mandated reports, surveys, meeting notes, attendance records, and all other supporting documentation are completed and submitted on time. - Submit a Coalition Membership Roster describing participating and potential coalition members using a whole community approach, specifically, hospitals, EMS, EMA, public health agencies. - Attend the PHEP training and exercise workshop - Submit a calendar of the quarterly meetings - Submit SWOT analysis using the ODH template - Collect and analyze CMIST profiles completed in BP5 and provide summary of AFN in the region. - Volunteer Management Planning (funding was realized from a carryover amount of $9,891.48) A decision to cease the Ohio Hospital Association subcontractor role in the Southeast and Southeast Central regional healthcare coordination grant was made and the Ohio Department of Health was notified of same in July 2018. A transition plan of bi-weekly collaborative transition meetings with the Ohio Department of Health occurred from August through December 2018. OHA officially ended its subcontractor role as of December 31, 2018. 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. 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 Hospital, the Ebola Treatment Hospital and select Front line hospitals for evaluating the inventory of Personal Protective Equipment (PPE) and Airborne Infection Isolation Rooms - Developed a Waste Management tool using state and national guidance for Category A highly infectious waste - Developed a Guidance Document for Front line hospitals and other interested public health and health care partners to use to help guide and instruct their actions and policies should they care for an individual suspected of having Ebola or other high-risk pathogen - 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 - Expanded involvement of OEPC members by subcontracting them for specific deliverables around preparedness - Increased access to sterilization equipment for EMS and other transport personnel in the form of Bioquell machines - Conducted a functional exercise of the Coalition to: o Evaluate the Concept of Operations for the Ebola Treatment Center and Ebola Assessment hospitals o Exercise the notification and communication processes between local and state partners o Evaluate the treatment and risk mitigation processes at the Treatment Center and Assessment hospitals 394405 510143 Ohio Patient Safety Institute Patient Safety Organization: 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 outlines 2018 accomplishments. Objective 1: 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) - 2018 Best Practice Awards was presented June 6, 2018 to: o Cleveland Clinic for "Improving STEMI Care in the Emergency Department - Reducing Variability in Time in Department through High Reliability and Collaboration" o Licking Memorial for "Sepsis Initiative" - National Patient Safety Week - "Together in Safety" - March 11 - 17, 2018 - developed calendar, posters, daily messaging, free teleconferences to support patient safety week at the hospitals. - Medication Safety Brochures - requests for brochures and cards were received o Updated the medication brochure in 2018 to meet current standards Objective 2: 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 o New - Kettering Health Network (8 hospitals) - Recruitment Efforts o Deborah Zanath contacted potentially interested hospitals - Contacted 45 hospitals, quotes sent to 12 hospitals, multiple presentations - Patient safety alerts, etc. from PSO - o Currently sharing national alerts - Held quarterly OPSI PSO webinars o First Quarter, Thursday, January 25, 2018 - Alarm Events o Second Quarter, Thursday, May 10, 2018 - Reports o Third Quarter, Thursday, August 9, 2018 - Suicide Prevention: How to Help Patients Across the Continuum of Care o Fourth Quarter, Thursday, November 1, 2018 - Promethazine Objective 3: 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 behaviors 61094 66512 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. Under the data efforts, our successes were: - The launch of the public data release for opioid overdose with data presented statewide, by market area, and by county, with appropriate HIPAA restrictions - Continued support of member hospitals by targeted reports to evaluate and support their interventions, using the evidence-based metrics of success determined by the ORI Under the grant development efforts, our successes were: - The Ohio Medical Quality Foundation supported burnout and resilience training to emergency medicine clinicians, staff, EMS and other first responders in areas hardest hit by the opioid epidemic. Award: $36,746 - 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 (more information is below), and 3) exploration of resources to provide alternatives to opioids in patients with chronic pain and on chronic opioid medications. Award: $530,000 for 18 months - The Coverys Healthcare Foundation approved a grant to occur in 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: 612,775 over 3.5 years Opioid Data Collaborative: 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. Reports will be generated with benchmarks by specialty, comparison within specialty groups at an institution and will use diagnostic and procedural groupings to normalize patient populations. At the time of this submission, there are 74 participating hospitals and reports are anticipated in July 2019. 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 Collaborative to Prevent Infant Mortality, Ohio Perinatal Quality Collaborative, Cradle Cincinnati, and Ohio March of Dimes. - Served as the fiscal agent and on the planning committee for the 2018 Ohio Collaborative to Prevent Infant Mortality statewide conference, with the theme 'Saving Babies Together, Meeting the Equity Challenge'. - Served on the planning committee, and presented two sessions, at the statewide Eliminating Disparities in Breastfeeding and Infant Mortality conference, hosted by Cincinnati Children's Hospital. 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 2018 at no cost and is available online. - Assisted in promoting a statewide summit of children's hospitals around safe sleep discussions. An OHA-created resource on this topic was discussed, and later shared nationally through the American Academy of Pediatrics via the keynote speaker for this summit. - Maintained the statewide interactive map for Ohio Department of Health of the locations of Cribs For Kids sites across the state. 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 2018, the program expanded its reach to over 90% of the maternity hospitals in the state. - OHA received an additional $25,000 contract from ASTHO to support the First Steps program. - These funds were used for two primary purposes: o 19 Train-the-trainer sessions were hosted across the state. Over 200 attendees from over 80% of the maternity hospitals went to one of these sessions. The focus was around training staff through breastfeeding 'skills labs'. Toolkits and resources were developed and distributed to all attending hospitals o Fifteen free online modules were developed and posted along with free continuing education credits, to the Ohio Department of Health education portal. The content covers the didactic requirements of the Baby Friendly process and is intended for hospitals who are looking to meet the requirements around staff education on breastfeeding. - 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 2018. 80 hospitals were recognized for their work in 2017, with two hospitals also given honorable mention recognition. This reflects over a 50% increase in participation since our first year. - The First Steps program was invited to the Annual OLCA conference on March 2018. 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. 61094 66512 4676937 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 true false true false false false false false false false false false false false false false true false true false true X 59 0 true 6 true false false false false false false true false false false false false X 16 16 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 Cynthia Moore-Hardy Secretary/ Treasurer 1.0 0 X X 0 0 0 Phillip Ennen Chair 1.0 1.0 X X 0 0 0 Chip Hubbs Chair-Elect 1.0 1.0 X X 0 0 0 Randal Arnett Trustee-at-Large 1.0 2.0 X 0 0 0 Anthon Brooks Trustee-at-Large 1.0 0 X 0 0 0 Fred DeGrandis Trustee-at-Large 1.0 0 X 0 0 0 Heidi Gartland Trustee-at-Large 1.0 1.0 X 0 0 0 William Harding Trustee-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 Scott Malaney Trustee-at-Large 1.0 0 X 0 0 0 Rob Montagnese Trustee-at-Large 1.0 0 X 0 0 0 James Pancoast Member-at-Large 1.0 0 X 0 0 0 David Sabgir Trustee-at-Large 1.0 0 X 0 0 0 Thomas Stover Trustee-at-Large 1.0 0 X 0 0 0 Kevin Webb Trustee-at-Large 1.0 3.0 X 0 0 0 Michael Abrams President & CEO 1.0 39.0 X 0 890331 71345 Mary Gallagher Executive VP & Chief of Staff 1.0 39.0 X 0 403005 78799 James Guliano Vice President, Quality Programs 32.0 8.0 X 190924 0 30466 Rosalie Weakland Senior Director, Quality Programs 40.0 0 X 143911 0 29479 334835 1293336 210089 2 false true false Battelle Memorial Institute 505 King Ave Columbus OH 43201 Research 948000 JOINT COMMISSION RESOURCES 1515 WEST 22ND STREET OAKBROOK IL 60523 CONTINUED SURVEY READINESS 489660 Health Services Advisory Group Inc 3133 E Camelback Road Ste 100 Phoenix AZ 85016 Hospital Improvement Innovation Network 348359 ECRI INSTITUTE 5200 BUTLER PIKE PLYMOUTH MEETING PA 19462 PATIENT SAFETY ORGANIZATION 257617 All Clear Emergency Management Group LLC 3434 Edwards Mill Road Raleigh NC 27612 Emergency Preparedness 135000 5 1183709 1183709 Quality Institute 900099 3645149 3645149 Ohio Patient Safety Institute 900099 510143 510143 Community Health 900099 66512 66512 0 0 0 0 4221804 232200 232200 0 0 0 0 Miscellaneous Income 900099 12236 12236 Recovery of Bad Debt 900099 26667 26667 0 0 0 0 38903 5676616 4260707 0 232200 X 179276 179276 825633 825633 74655 74655 156153 156153 58540 58540 1374 1374 2952243 2952243 0 0 7996 7996 54482 54482 34748 34748 11994 11994 71115 71115 10025 10025 DISASTER PREPAREDNESS PROGRAM 7805 7805 Overhead/G&A 402938 402938 Quality Institute 371274 371274 Ohio Patient Safety Institute 2131 2131 1111 1111 0 0 5223493 4676937 546556 0 1868144 2491173 80527 256558 0 0 0 113361 108947 0 0 0 0 6413780 6353991 0 0 14704 18719 8490516 9229388 233253 194305 247583 763750 0 474243 559318 955079 1517373 X 7523517 7712015 11920 7535437 7712015 8490516 9229388 453123 -276545 0 X false true X true true true 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 559318 Deferred Income 559318 X 5373404 -276545 0 -276545 5649949 26667 26667 5676616 5196826 0 0 5196826 26667 26667 5223493 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, 2018 and 2017. 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, 2018 and 2017. Schedule D, Part XI, Line 4(b) Other revenues in form 990 not in audited financial statements Recovery of Bad Debt - 26667 Schedule D, Part XII, Line 4(b) Other expenses in form 990 not in audited financial statements Recovery of Bad Debt - 26667 true Adena Pike Medical Center 100 Dawn Lane Waverly OH 45690 311072406 501(C)(3) 6130 Emergency Preparedness Genesis Healthcare System 2800 Maple Ave Zanesville OH 43701 311480941 501(C)(3) 28657 Disaster Preparedness Holzer Medical Center 500 Burlington Road Jackson OH 45640 314379491 501(C)(3) 63101 Emergency Preparedness Pike Cnty Genl Health District Total 14050 US 23 N Waverly OH 45690 316400084 GOVERNMENT 30000 Emergency Preparedness Southern Ohio Medical Center 1805 27th Street Portsmouth OH 45662 310678022 501(C)(3) 15000 Emergency Preparedness Zanesville-Muskingum Cnty Hlth Dept Ttl 205 North 7th St Zanesville OH 43701 316400080 GOVERNMENT 30000 Emergency Preparedness March of Dimes 2831 East Main Street Columbus OH 43209 131846366 501(C)(3) 5000 Contribution 7 0 Schedule I, Part I, Line 2 Procedures for monitoring use of grant funds. The Board of Trustees and management monitor the use of grants to ensure they are used for their intended purposes. Additionally, a special audit (A-133) is performed to ensure compliance. Under Federal Circular A-133 the Foundation is responsible for monitoring grant recipients to help assure that Federal awards are expended for authorized purposes in compliance with law, regulations and the provisions of contracts or grant agreements, and that performance goals are achieved. false false false false false false false false false Michael Abrams President & CEO 0 526647 0 266293 0 97391 0 22000 0 49345 0 961676 0 0 Mary Gallagher Executive VP & Chief of Staff 0 329795 0 64914 0 8296 0 31625 0 47174 0 481804 0 0 James Guliano Vice President, Quality Programs 156382 0 33460 0 1082 0 12984 0 17482 0 221390 0 0 0 Rosalie Weakland Senior Director, Quality Programs 124708 0 14776 0 4427 0 14681 0 14798 0 173390 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 2018 AND IS DOCUMENTED WITHIN THE COMPENSATION COMMITTEE MINUTES. Form 990, Part III, Line 4d Description of other program services (Expenses $ 61,094 including grants of $)(Revenue $ 66,512) 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. Under the data efforts, our successes were: - The launch of the public data release for opioid overdose with data presented statewide, by market area, and by county, with appropriate HIPAA restrictions - Continued support of member hospitals by targeted reports to evaluate and support their interventions, using the evidence-based metrics of success determined by the ORI Under the grant development efforts, our successes were: - The Ohio Medical Quality Foundation supported burnout and resilience training to emergency medicine clinicians, staff, EMS and other first responders in areas hardest hit by the opioid epidemic. Award: $36,746 - 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 (more information is below), and 3) exploration of resources to provide alternatives to opioids in patients with chronic pain and on chronic opioid medications. Award: $530,000 for 18 months - The Coverys Healthcare Foundation approved a grant to occur in 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: 612,775 over 3.5 years Opioid Data Collaborative: 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. Reports will be generated with benchmarks by specialty, comparison within specialty groups at an institution and will use diagnostic and procedural groupings to normalize patient populations. At the time of this submission, there are 74 participating hospitals and reports are anticipated in July 2019. 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 Collaborative to Prevent Infant Mortality, Ohio Perinatal Quality Collaborative, Cradle Cincinnati, and Ohio March of Dimes. - Served as the fiscal agent and on the planning committee for the 2018 Ohio Collaborative to Prevent Infant Mortality statewide conference, with the theme 'Saving Babies Together, Meeting the Equity Challenge'. - Served on the planning committee, and presented two sessions, at the statewide Eliminating Disparities in Breastfeeding and Infant Mortality conference, hosted by Cincinnati Children's Hospital. 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 2018 at no cost and is available online. - Assisted in promoting a statewide summit of children's hospitals around safe sleep discussions. An OHA-created resource on this topic was discussed, and later shared nationally through the American Academy of Pediatrics via the keynote speaker for this summit. - Maintained the statewide interactive map for Ohio Department of Health of the locations of Cribs For Kids sites across the state. 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 2018, the program expanded its reach to over 90% of the maternity hospitals in the state. - OHA received an additional $25,000 contract from ASTHO to support the First Steps program. - These funds were used for two primary purposes: o 19 Train-the-trainer sessions were hosted across the state. Over 200 attendees from over 80% of the maternity hospitals went to one of these sessions. The focus was around training staff through breastfeeding 'skills labs'. Toolkits and resources were developed and distributed to all attending hospitals o Fifteen free online modules were developed and posted along with free continuing education credits, to the Ohio Department of Health education portal. The content covers the didactic requirements of the Baby Friendly process and is intended for hospitals who are looking to meet the requirements around staff education on breastfeeding. - 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 2018. 80 hospitals were recognized for their work in 2017, with two hospitals also given honorable mention recognition. This reflects over a 50% increase in participation since our first year. - The First Steps program was invited to the Annual OLCA conference on March 2018. 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. 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, 2018 WAS 60. 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 - 52 EMPLOYEES --OHIO HOSPITALS GROUP RATED WORKERS COMPENSATION PROGRAM, INC. - 0 EMPLOYEES --THE RESEARCH & EDUCATIONAL FOUNDATION OF THE OHIO HOSPITAL ASSOCIATION - 6 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. 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 2018 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: 493769, Program Service Expense: 493769, Management and General Expenses: , Fundraising Expenses: ; Emergency Preparedness - Total Expense: 364132, Program Service Expense: 364132, Management and General Expenses: , Fundraising Expenses: ; Hospital Improvement Innovation Network - Total Expense: 2064341, Program Service Expense: 2064341, Management and General Expenses: , Fundraising Expenses: ; Community Health Programs - Total Expense: 30001, Program Service Expense: 30001, Management and General Expenses: , Fundraising Expenses: ; 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 0 0 0 OHIO HEALTHCARE PURCHASING INC DBA OHA SOLUTIONS 155 E BROAD ST SUITE 301 COLUMBUS OH 43215 200414070 PURCHASING CO OH OHA C Corporation 0 0 0 false false false false false false false false false false false false false true true true true false false false Ohio Hospital Association P 546556 COST Schedule R, Part II, Column (b) Primary Activity 1. 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. 2. 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. 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.