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					Return on Investment

                    2009
    Return on Investment 2009




                 Creating an environment  
                in which Ohio hospitals are 
                 successful in serving their 
                       communities 
OHA is a membership-driven organization
that provides proactive leadership to create an
environment in which Ohio hospitals are
successful in serving their communities.

                              —OHA Mission
Ohio’s hospitals anchor their communities. They are among the largest
employers in Ohio (five of the top 11 Ohio employers are hospitals/
                                                                                        Table of Contents 
health systems), provide over $2 billion in community benefit annually                   
and make a $66 billion economic impact on the state of Ohio. Ohio’s
                                                                                        State Legislative  
bioscience industry is one of the few seeing progress in this tough eco-
                                                                                        Activities…………………………………….2 
nomic climate, and health care is projected to create more new jobs in
coming year than any other industry. Healthy hospitals mean a stronger                   
Ohio. This report highlights OHA’s 2009 accomplishments toward the                      Federal Legislative  
mission of creating an environment in which Ohio hospitals are success-                 Activities…………………………………….4 
ful in serving their communities.                                                        
                                                                                        State & Federal  
Thank you for your support and for your continued membership in                         Regulatory Activities………………….5 
the Ohio Hospital Association.                                                           
                                                                                        Quality & Patient Safety…………….8 
Mission                                                                                  
OHA is a membership-driven organization that provides proactive lead-                   Products and Services……………….10 
ership to create an environment in which Ohio hospitals are successful                   
in serving their communities.                                                           OHA Financial Highlights…………..10 
                                                                                         
Values                                                                                  Member Communications………..11 
Our values come from our commitment to:                                                  
                                                                                        Education Activities………………….12 
 Success of Others                                                                     
                                                                                        Foundation for Healthy  
 Service to Members
                                                                                        Communities……………………………13 
 Self-improvement
                                                                                         

Strategic Initiatives
   Quality and Patient Safety
   Leadership
   Technology
   Sustainability

OHA expresses appreciation to the 2009 OHA Executive Committee 




         Michael Stephens             Stanley Korducki              Mina Ubbing                     William Harding
         CHAIR                        CHAIR-ELECT                   SECRETARY/TREASURER             IMMEDIATE PAST CHAIR

         Sycamore Medical             Wood County Hospital          Fairfield Medical               Union Hospital (retired)
         Center                       Bowling Green, OH             Center                          Dover, OH
         Miamisburg, OH                                             Lancaster, OH

                                                                                               OHA Return on Investment 2009    1 
                                                              Developed a model and template for hospital use
State Legislative Activities                                      in calculating tax amounts, Medicaid update im-
                                                                  pacts and UPL payments in connection with the
2010‐2011 State Budget                                            new hospital tax.  
 Preserved the Hospital Care Assurance Program                 
     (HCAP) and allowed for increased federal HCAP           Pre‐Session Activities 
     dollars to remain in the program.
                                                              Provided candidate briefing books to all new leg-
   Achieved statutory language to update hospital             islators with fact sheets and information on hospi-
     inpatient and outpatient Medicaid reimbursement            tal community benefit and economic impact.
     by 5%.
                                                              Offered mini-residency program to help hospitals
   Successfully advocated for the outpatient update to
                                                                bring local legislators into their facilities to edu-
     be applied to all non-charge based CPT codes. If
                                                                cate them on hospital concerns.
     Medicaid volumes increase as expected, this across
     -the-board update could actually be worth consid-        Published an Advocacy Agenda explaining
     erably more than what Ohio Department of Job and           OHA’s legislative priorities and a Legislative Di-
     Family Services (ODJFS) initially indicated the 5%         rectory with contact information and committee
     update would be worth.                                     assignments for Ohio legislators.
   Compelled ODJFS to create a separate hospital-           
     based laboratory fee schedule, so that lab fees may     Legislative Session 
     be included in the 5% update.
                                                              Advocated for amendments to managed care
   Lobbied successfully for an expansion of the sup-
                                                                  contracts, including arranging testimony before
     plemental Medicaid payments made to hospitals for
                                                                  the House Civil and Commercial Law Committee
     inpatient and outpatient services (Upper Payment
                                                                  (HB 185).
     Limit payments). While public hospitals and chil-
     dren’s hospitals previously had access to UPL pay-         Supported implementation of Nursing Education
     ments for inpatient services that helped bring fee-          Study Committee recommendations aimed at ad-
     for-service Medicaid reimbursement in line with              dressing the shortage of nurses and nurse educa-
     Medicare reimbursement. Beginning in 2010, all               tors (SB 89).
     hospitals will be eligible to receive supplemental         Worked with a state senator and
     payments for both inpatient and outpatient services,         the Ohio attorney general’s office
     providing $190 million to hospitals.                         on proposed amendments to
                                                                  Ohio’s Medicaid fraud statutes.
   Preserved the right of two private entities to
     negotiate a Medicaid managed care contract.                Partnered with other interest
                                                                  groups to protect hospital inter-
   Reduced the negative fiscal impact of new hospital
                                                                  ests in medical orders for life sus-
     tax from $411 million to $145 million in the aggre-          taining treatment (MOLST) and
     gate, a difference of $266 million.                          related end-of-life legislation.
                                Prevented the inclu-          Stopped legislation prohibiting
                               sion of recalibration lan-         hospitals from mandating nurses
                               guage that the state esti-         work overtime and allowing vio-
                               mated would have cost              lation fines of up to $10,000
                               hospitals $100 million.            (HB 74).
                                Generated nearly              Lobbied against the expansion of Medicaid eligi-
                               5,000 letters opposing the         bility paid for by a new hospital assessment and
                               hospital franchise fee via         HCAP dollars (HB 125).
                               the OHA grassroots net-          Successfully opposed legislation requiring the
                               work.                              presence of circulating nurses in each invasive
                                Secured 14 editorials           procedure and authorizing a new fee on hospitals
                               in newspapers statewide            to regulate hospital compliance with the mandated
                               supportive of hospital con-        staffing provision. Worked with hospital clinical
                               cerns about the new tax.           experts, and testified in opposition of the bill be-
                                                                  fore the House Health Committee (HB 205).
2    OHA Return on Investment 2009 
 Advocated against legislation requiring all suspected dispensing
     errors be reported to the State Board of Pharmacy, and that the
     board investigate all such reports and pursue disciplinary action
     when warranted with criminal penalties for failure to report (SB
     119).

Executive Agencies 
 Secured placement of hospital representatives and OHA staff on
     influential panels recommending significant state health and insur-
     ance policy changes: including:
         Most Favored Nation Study Committee
         Ohio Health Information Partnership
         Ohio Health Care Coverage and Quality Council

Media Relations 
 Made 46 pitches to statewide news media on key topics impacting
     hospitals, resulting in nearly 40 stories, including 15 on the hospital
     tax in the state budget.
   Achieved 215 stories related to the state budget that appeared via
     newspaper, radio, TV. 
   Secured 14 editorials in newspapers statewide supportive of hospi-
     tal concerns about the new tax. 
   Responded to 300 inquiries on statewide news media topics impact-
     ing hospitals such as the state budget and H1N1 preparedness.
   Produced advertising messages to support hospitals’ position in the
     state budget.
   Provided talking points (with ongoing updates) to hospitals on key
     issues such as the state budget and disaster preparedness.

Community Benefit  
 Collected hospital data on charity care, Medicaid, Medicare, bad
     debt and community activities.
 Issued statewide community benefit report showing hospitals’ $2.2
     billion contribution to their communities.
 Provided resources to help hospitals tell the community benefit
   story in their communities.
 Secured testimonials from non-hospital community leaders on the
   positive economic and overall impact of hospitals in their commu-
   nities.




                                                                               OHA Return on Investment 2009    3 
Federal Legislative Activities                           Medicare 
                                                          Developed and disseminated tools in partnership
 Secured re-authorization and expansion of the            with the Hospital Association of New York State
     State Children’s Health Insurance Program              to support hospital advocacy and finance decision-
     (SCHIP), which will secure coverage to an              making in the areas of payment system updates,
     estimated 200,000 additional Ohio children             value-based purchasing legislative initiatives and
     through 2013.                                          other regulatory and legislative proposals that
                                                            impact Medicare reimbursement.
 Successfully lobbied for a federal earmark of
                                                          Provided analysis of federal Medicare budget
   $190,000 to allow the Ohio Patient Safety                proposals and enacted legislation. Provided hospi-
   Institute to begin a statewide bloodstream infec-        tal-specific reports outlining changes in inpatient
   tion prevention project in Ohio hospitals’ ICUs.         and outpatient reimbursement, Skilled Nursing
 Prevented the enactment of “card check” legisla-         Facility PPS reimbursement, Home Health PPS,
   tion, which was backed strongly by labor unions,         and IPF PPS reimbursement to each member
   by working with state and national associations          hospital, along with summary and analysis of
   representing diverse industries.                         proposed and final Medicare payment rules.
                                                          Created Congressional district-level reports on
HCAP                                                        federal Medicare budget proposals, policy changes
                                                            for hospitals to use with the Ohio delegation and
 Aided the ODJFS in securing over $349 million            other decision-makers.
   in federal funds to be distributed only to Ohio
   hospitals as                                           Published report on Medicare payments and costs
   reimburse-                                               for Ohio hospitals.
   ment for oth-                                            
   erwise un-                                            Health Care Reform 
   compensated
   care deliv-                                            Secured language in both pending versions of
   ered to indi-                                            health reform legislation that would require any
   gent or other                                            new public health insurance plan to negotiate
   low-income                                               reimbursement rates with providers, rather than tie
   Ohioans.                                                 its payment rates to Medicare rates.
   Helped expe-                                           Lobbied Ohio’s congressional delegation to
   dite the fed-                                            support health care reform legislation that reflects
   eral approval process for HCAP this year through         the Vision, Goals, and Principles developed by
   engagement with the offices of Sen. Sherrod              OHA’s Health Care Reform Task Force and
   Brown and Gov. Ted Strickland.                           supported by OHA’s Board of Trustees.
 Modeled and released a preliminary 2009 HCAP           
   distribution in May, giving hospitals over five       Value Based Purchasing 
   months’ notice of expected distribution amounts.
 Provided frequently-asked-questions, other re-         Analyzed the impact on member hospitals of fed-
                                                              eral proposals for “value based purchasing.”
   sources via an OHA HCAP Web page.
 Secured provisions in the American Recovery and
   Reinvestment Act to increase federal funding for
   Ohio’s HCAP through 2010, increase the federal
   share of funding for Ohio’s Medicaid program,
   and provide Medicare/Medicaid incentive
   payments to hospitals that embrace health
   information technologies.



                                                       Rep. Zack Space spoke at the 2009 OHA
4    OHA Return on Investment 2009                     Advocacy Luncheon.
State & Federal Regulatory Activities 
RAC/MIC Rollout 
 Offered hospitals discounted Recovery Audit Contractor (RAC)
     audit-tracking software.
   Presented education and training sessions, connecting hundreds of
     hospital associates with national experts.
   Built a Web-based library of background material and administra-
     tive tools to help hospitals respond to the RAC project.
   Served as the principal contact between hospitals and the Centers
     for Medicare & Medicaid Services (CMS) and its Region B RAC,
     CGI Technologies and Solutions, for the Ohio RAC rollout.
   Served as the liaison between CMS, its several Medicaid Integrity
     Contractors (MICs) that will operate in Ohio, and ODJFS on the
     Medicaid Integrity Program scheduled to start operation in Ohio in
     December 2009. This has the potential to become a Medicaid ver-
     sion of the Medicare RAC project and OHA will continue to advo-
     cate a system that protects hospitals against inappropriate and
     costly MIC activities.                                               Ohio Hospitals as Economic 
                                                                          Drivers 
Medicaid                                                                   
                                                                          Direct Employment1                        255,472 
 Monitored the financial performance of Managed Care Plans and           
   the quality of care delivered to Medicaid managed care enrollees.      Directly/indirectly support  
 Secured a delay in the implementation of a requirement to use          jobs in Ohio communities1             558,079M 
   National Drug Codes in Medicaid bills and encouraged ODJFS to           
   explore other, less expensive ways to meet federal coding              Payroll & Benefits Expenses1               $13.9M  
   requirements, saving Ohio hospitals tens of thousands of dollars.       
                                                                          Total Expenditures1                        $28.1M  
 Delayed indefinitely the implementation of various Medicaid
                                                                           
   regulations, first proposed in 2008, that would have harmed
                                                                          Total Effect on the Output 
   providers and beneficiaries, including substantial reductions in
                                                                          Of the Ohio Economy1                       $65.7M 
   outpatient reimbursement and the Indirect Medical Education
                                                                           
   (IME) capital payments under Medicaid.                                 Uncompensated Care Provided2       $2.2B 
                                                                           
                                                                          Patients Admitted3                             1.5M 
Pollution Prevention                                                       
 Created an infectious waste work group to work with the Ohio EPA       Outpatients Treated3                         33.1M 
   to revise Ohio’s infectious waste statutes with an expected to          
   hospitals of millions of dollars annually.                             Babies delivered4                         155,476 
 Provided free and inexpensive resources to assist hospitals in com-     
   plying with EPA regulations, including regional meetings, webi-        Emergency Services Provided4                   5.9M 
   nars, education sessions and the Pollution Prevention University.       
                                                                          1 
                                                                            American Hospital Association, January 2009 
 Secured a $41,400 grant from the Ohio Environmental Education          2 
                                                                            OHA Community Benefit Report 2009 
   Fund to develop resources to assist hospitals in managing pharma-      3 
                                                                            AHA Hospital Statistics, 2009 edition 
   ceutical waste.                                                        4 
                                                                            OHA Patient & Financial Database 
                                                                           




                                                                                      OHA Return on Investment 2009    5 
State & Federal Regulatory Activities Continued             Secured $1.3 million from the Assistant Secre-
                                                                tary of Preparedness and Response Health and
                                                                Hospital Prepared Program to continue prepared-
Energy                                                          ness initiatives of hospitals in Southeast Ohio. 
 Negotiated contracts between hospitals and
   endorsed natural gas supplier Stand Energy
                                                            
   Company to secure better rates as part of OHA’s         Legal 
   ongoing natural gas program.                             Monitored appellate court decisions, made amicus
 Provided free contract reviews and bill audits               curiae appearances in the Ohio Supreme Court,
   through an independent energy consultant as part             including cases asking that court to uphold or
   of OHA’s natural gas program.                                otherwise favorably interpret tort reform statutes.
 Successfully intervened in major electric rate             Opposed changes to the Ohio Administrative
   cases filed at the PUCO by AEP, Dayton Power &               Code submitted by the Ohio Legal Rights Service
   Light and FirstEnergy, saving hospitals tens of              that would refer every reportable incident as a
                                                                “complaint” to be investigated.
   millions of dollars.
   - Lowered a rate increase for AEP hospitals to             Participated in direct appeals of PUCO appeals to
   50% of what AEP requested.                                   the Ohio Supreme Court regarding problematic
   - Secured rates for DP&L hospitals at near 2008              aspects of the AEP and FirstEnergy cases.
   rates.                                                     Distributed to members at no charge a model set
   - Secured rates for majority of FirstEnergy                  of medical staff bylaws and conducted a related,
   hospitals at near 2008 rates.                                in-depth educational program.
 Advocated for $250,000 in energy efficiency                Issued a member bulletin detailing all state
   financial incentives for hospitals served by AEP,            statutory and regulatory reporting requirements
   Dayton Power & Light and FirstEnergy.                        for hospitals.
                                                              Provided timely resources, analysis related to
                                                                legal developments at the state and federal levels
Emergency Preparedness                                          that impact hospitals. 
 Helped secure additional H1N1 vaccine for Ohio             Published a 2009 OHA Hospital Law Handbook, a
     hospitals and provided breaking information and            comprehensive listing of Ohio statutes and
     guidance to hospital leaders, medical directors and        regulations commonly used by hospitals. Online
     pharmacists on the status of seasonal and H1N1             updates are also provided.  
     vaccine. Gathered information from hospitals on
     needed vaccine to provide to ODH.                      
   Developed an assessment tool allowing hospitals       Workforce 
     to gauge their capabilities for decontamination.       Worked with hospitals to ensure compliance with
     The Web-based assessment includes an online              the common-sense nurse staffing bill passed dur-
     training tool focused on providing information on        ing the last General Assembly, thanks to an un-
     the requirements of OSHA standards.                      precedented partnership between OHA, The Ohio
   Conducted a hands-on workshop focused on the             Organization of Nurse Executives (OONE) and
     decontamination of at-risk, special populations          the Ohio Nurses Association (ONA).
     that reside within the community.                      Participated in projects to enhance the practice of
   Created and implemented template for Mass                nursing and improve patient care in Ohio through
     Fatality and Hospital Evacuation/Shelter in Place        the Nursing 2015 partnership between OHA,
     plans. Tested plans through seven tabletop               OONE and ONA.
     exercises held throughout Ohio.                        Conducted statewide Annual Compensation Sur-
   Implemented statewide patient tracking system:           vey, Chief Executive Officer Compensation Sur-
     OHTrac. The web-based database assists hospitals         vey to provide hospitals with compensation and
     and agencies track persons affected by a mass            benchmarking data.
     casualty incident from their arrival at a hospital     Offered Labor Law Program, providing a Web site
     through discharge. OHTrac also will improve              with employment law news, a searchable database
     family reunification efforts.                            with hospital collective bargaining agreements.
6    OHA Return on Investment 2009 
 Hosted two Labor Law Program seminars to help hospitals positively
    address changes in federal and state labor and employment laws,
    including updates concerning the Employee Free Choice Act.
 
Mental Health
 Partnered with newly formed Coalition for Healthy Communities
   Behavioral Health Managed Care Reform Oversight Committee with
   goals of identifying insurance company policies toward restricting
   access to mental health services and improving access for insured
   patients for whom treatment has been denied or limited by a managed
   care company. 
 Worked with the Ohio Department of Mental Health to update rules
   pertaining to physical plant to streamline the number and frequency
   of incident reporting, while improving patient protection and
   employee safety.
 
Health Information Technology 
Partnered with the Ohio State Medical Association, Ohio Osteopathic
Association, Ohio Department of Insurance, and BioOhio (private bio-
technology company) to create the Ohio Health Information Partnership
to advance the development of a statewide health information exchange
and other important health information technology projects that will
create efficiencies and improve patient care throughout the state. 

Bureau of Workers Compensation 
Lobbied against an Ohio Bureau of Workers’ Compensation proposed               Ohio Hospitals’ State  
outpatient prospective payment system modeled after the Medicare OPPS,         Economic Impact 
which BWC estimated would mean a more than $50 million cut in                   
hospital reimbursement. OHA is demanding BWC include a higher base             Member hospitals: 
rate and an extended transition, saving hospitals tens of thousands of          
dollars over the next three years.                                              Spend $14 billion each year in staff 
                                                                                  wages and benefits 
Maternity/Newborn                                                               Are responsible for generating $66 
                                                                                  billion in statewide economic activity 
Initiated legislation that created a Maternal and Newborn Advisory                through the purchases they make and 
Council, which combined two different sets of maternity, newborn                  those made by their employees. 
regulations to take effect in 2010. Hospitals will save about $700,000          Provide more than 255,000 jobs in the 
every three years in licensing and inspection fees.                               community. With volunteers,  non‐
                                                                                  employed physicians and physicians‐
                                                                                  in‐training, more than 330,000  
Diversity                                                                         Ohioans work in Ohio’s hospitals. 
Re-convened the OHA Diversity Team to develop a plan to promote                 Are projected to create more new 
opportunities to impact disparities in health care delivery through member        jobs than any other industry group in 
hospitals and opportunities to increase diversity in health care association      the coming years. 
workforce.                                                                      Represent five of Ohio’s top 11  
                                                                                  employers and 18 of the top 100 Ohio 
                                                                                  employers. 




                                                                                        OHA Return on Investment 2009    7 
                                                             Launched Ohio on the CUSP: Stop BSI, a state-
Quality & Patient Safety                                        wide collaborative of more than 80 Ohio hospital
                                                                ICU and non-ICU units aimed at reducing central
Infection Reduction                                             line catheter infections and improving the culture
 Developed a pilot program with the OSU                       of safety at the unit level.
     epicenter and the Centers for Disease Control and       Awarded first annual OPSI Best Practice award to
     Prevention to monitor C.diff rates in 63 Ohio              The Children’s Medical Center of Dayton.
     hospitals and engage in a performance
     improvement project for units and facilities to
     adopt a tiered, evidence-based strategy to decrease
     C.diff.
 Helped successfully launch the $1.5 million  
     Solutions for Patient Safety initiative in
     partnership with Cardinal Health Foundation, the
     Ohio Business Roundtable, the Ohio Children’s
     Hospital Association and 25 participating
     hospitals. The initiative is committed to improving
     quality and reducing the overall cost of health care
     in Ohio by:
1.   Reducing central line catheter-associated
     infections (adult)
2.    Reducing health care-associated MRSA infec-
     tions (adult)
3.   Reducing surgical site infections (pediatric)
4.   Reducing injury from adverse drug events
     (pediatric)                                            Quality Collaboratives
5.   Improving the Culture of Safety                         Managed the state's five hospital quality
                                                               collaboratives, providing each member with a
                                                               yearly summary of risk-adjusted mortality rates
Ohio Patient Safety Institute (OPSI                            and length-of-stay containing comparisons to
 Obtained Patient Safety Organization designation            selected regions throughout the state as well as
     from AHRQ.                                                quarterly reports for nine clinical services.
 Hosted eight-part teleconference series on under-         Conducted a statewide collaborative quality
     standing diversity and the role it plays in patient       summit during the OHA Annual Meeting,
     safety.                                                   teaching participants how hospitals are using data
                                                               from the collaboratives to improve quality.
                                                             Produced quarterly Outcomes Reports and AHRQ
                                                               -PSI Reports for the 75 hospitals participating in
                                                               the Dayton, Central Ohio, Cincinnati and
                                                               Northeast Ohio quality collaboratives.
                                                             Provided guidance and clinical expertise to
                                                               collaborative hospitals, updates on local
                                                               applications of evidence-based practice for local
                                                               and national health trends, and a direct voice to
                                                               ODH regarding transparency and public reporting.
                                                             Provided reports for collaborative members,
                                                               which estimate the effect of value-based purchas-
                                                               ing under various proposals made by Congress.
                                                             Conducted the Central Ohio Patient Safety
                                                               Conference with more than 400 attendees from the
8    OHA Return on Investment 2009                             Central Ohio Hospital Collaborative.
Quality Improvement Collaboratives 
OHA’s Quality Institute serves as home to all of OHA’s current quality
initiatives, including the regional and statewide hospital collaboratives.


Dayton 
Greater Dayton Area Hospital Association Performance  
Improvement Project 
This collaborative was the first of its kind in Ohio, established in
1999. The six participating hospitals received the first multi-
organizational Codman Award in 2002 for reducing heart attack
mortality by 36 percent over a three-year period, saving 52 lives
per year. In addition, hospitals in this collaborative have im-
proved their pneumonia care processes from 66.5 percent to
maintained scores of above 85 percent.


Central Ohio 
Central Ohio Quality Collaborative 
This group of 17 hospitals was established in 2003, with early
accomplishments including reduced heart attack mortality. In
cross-collaboration with Dayton, Central Ohio achieved even more dra-
matic heart attack mortality reduction (42%), saving 150 lives per year
in half the time as the original project in Dayton.


Cincinnati 
Greater Cincinnati Hospital Quality Improvement Project 
This collaborative of 18 hospitals in Greater Cincinnati has improved
their overall performance for heart attack and pneumonia indicators
from the first quarter 2005 to the fourth quarter 2008. In this time, the
area also dramatically improved heart failure processes of care scores
from 53.2 percent to 90.7 percent.


Northeast Ohio 
Northeast Ohio Quality Collaborative 
This 35-hospital collaborative was established in 2007 with the support
of the Akron Regional Hospital Association. This group of hospitals has
demonstrated a nearly 20 percent improvement in performance for
pneumonia care. Currently, the group is evaluating opportunities to re-
duce 30-day readmission rates for heart failure patients. 
 
Children’s Hospitals 
Ohio Children’s Hospital Association Quality Improvement  
Collaborative 
Formed in 2007, this group first looked at reducing preventable codes,
or cardiac and pulmonary arrest, occurring outside of the neonatal and
pediatric intensive care unit. By identifying and deploying a Medical
Response Team approach, they were able to reduce incidences of pre-
ventable codes by 46 percent in the first two years of the project.  
                                                                             OHA Return on Investment 2009    9 
                                                           Offered an online job posting service at
Products and Services                                        OHHealthJobs.net, used by 38 hospitals to fill
                                                             staff and management vacancies.
Data Products                                              Assisted hospitals in filling executive level
 Rolled out “DataTrack” to create a more                   positions through Executive Search program.
   streamlined/efficient and HITECH-compliant way
   for data to move between OHA and hospitals.
 Prepared over 180 price disclosure reports for the
   most frequently treated inpatient and outpatient
   procedures to assist compliance with new Ohio
   Department of Health transparency requirements.
 Developed a system to pull all publicly available
   data for Ohio hospitals and upload it to the Ohio
   Department of Health (ODH) to ensure
   compliance with House Bill 197, saving hospitals
   time and resources.
 Added the CORE measure set for STROKE to the
   CARE system to prepare and support hospitals as
   they will soon be required by ODH to report these
   measures to the public.
 Launched version 3.0 and 3.1 of OHA’s Web-
   based tool, Insight,
   which gives hospi-
   tals access to inpa-
   tient, outpatient
   and emergency
   room data. Hospi-
   tals can produce
   reports, graphs and
   maps from the
   more than 140
   million patient records. OHA helped hospitals
   access and use this information for strategic
   planning purposes.
 Kept more than 120 member hospitals in continu-
   ous compliance with Joint Commission standards
   through Continuous Service Readiness program.
                                                          2009 OHA Financial Highlights 
OHA Solutions
 Filled 1.2 million hours of hospital temporary          Served 148 hospitals representing 156,521 full- and
   staffing needs through Staffing Solutions program.        part-time employees through OHA’s in-house
                                                             Group Unemployment Compensation Pro-
 Implemented new program to help hospitals
                                                             gram. Handled approximately 7,000 unemployment
                                   reduce, replace the
                                                             claims and attended 230 hearings, saving group
                                   need for
                                                             members nearly $39 million .
                                   temporary staff
                                   and utilize hospital    Achieved successful audits for OHA, the Research
                                   staff instead.            & Educational Foundation, the Foundation for
                                                             Healthy Communities, Ohio Hospital Capital,
                                                             Friends of Ohio Hospitals, Workers Compensation
                                                             and OHA Solutions.

10    OHA Return on Investment 2009 
Member Communications 
Publications 
 Created a new Ohio Budget Insider publication to give hospital
   leaders breaking information during the development of the 2010-
   2011 state budget.
 Distributed video messages from President/CEO Jim Castle with
   additional perspective and news.
 Provided daily, weekly and other communications to keep members
   up-to-date on health care policy and regulatory developments and
   chances on the hospital scene across Ohio (e.g., HEALTH e-
   NEWS+, CEOhio, HealthBeat)
 Published fact sheets, talking points on
   key issues. New fact sheets included in-
   formation on hospital economic impact
   and emergency departments.
 Reviewed the financial performance of
    health insuring corporations licensed in
    Ohio quarterly and issued an annual re-
    port summarizing the performance.
 
On the Web 
 Launched a redesigned Web site based
   on member hospital input. New site fea-
   tures—including sections for hospital
   executives and trustees, more intuitive
   navigation, improved search function,
   RSS feeds—were tested and imple-
   mented.
 Offered an OHA LinkedIn community
   exclusively for member hospital associ-
   ates and Corporate Partners.
 Hosted a social media webinar for hospital associates, outlining key
   applications and how they might be used by hospitals.
 Expanded OHA’s Twitter presence (@OhioHospitals) with nearly
   1,300 followers receiving daily tweets.




                                                                          OHA Return on Investment 2009    11 
                                                                    - Workforce and Labor Relations
Education Activities                                                - Accreditation, Performance Improvement
                                                              Offered 46 audio conference seminars to more
OHA Center for Education                                        than 4,200 hospital associates. An average of 15
 Offered educational programming to more than                 Ohio hospitals participated in each seminar, with
      6,500 hospital representatives through face-to-face       an average 92 hospital staff per session. Priced at
      and distance education activities, providing the          $100 less than competitors, OHA phone seminars
      continuing education credits many attendees need          saved hospitals $69,000.
      to meet
      licensure                                              careLearning.com      
      and certi-                                             Offered careLearning.com, an online education ser-
      fication                                               vice designed to help hospitals efficiently and afforda-
      require-                                               bly meet mandatory education requirements set forth
      ments.                                                 by OSHA, the Joint Commission and other regulatory
    More than                                              entities. Hospitals save up to 75% over traditional in-
      1,100 par-                                             structor-led methods for a savings of $18 million for
      ticipants                                              Ohio hospitals or $1,134 per employee. Three new
      attended                                               hospitals joined the program in 2009, bringing enroll-
      OHA’s 2009 2009 Health Care Worker of the Year         ment in Ohio to 15,953 employees.
      Annual          Deforia Lane.
      Meeting.
      The event offered 86 education sessions with con-      Trustee Education 
      tinuing education credits for hospital professionals    Produced five educational DVDs for hospital
      as well as formal and informal networking oppor-            trustees what were distributed free-of-charge to
      tunities. Each                                              member hospitals. Comparable videos cost $150 
      participant could receive up to 12 credit hours for
                                                                  to $200.
      participation at a cost of $9 per credit, approxi-
      mately one-tenth the average national cost per            Published quarterly Trustee Matters newsletter,
                                                                  provided 25 copies for hospitals to distribute to
      credit, for a savings of $689,700.
                                                                  their boards.
    OHA’s 2009 Recognition Dinner honored out-                Hosted three “Building a Foundation for Effective
      standing hospital leaders and the 84 nominees for           Boards—Board Orientation” seminars with aver-
      Health Care Worker of the Year.                             age attendance of 35. Free seminars saved hospi-
    Held 28 face-to-face education activities attended
                                                                  tals $300 per participant.
      by more than 2,700 hospital employees from 170
      hospitals. Offered at an average fee $100 less than       Provided six educational sessions throughout the
      similar national education activities, OHA semi-            state featuring national speakers. Average atten-
                                                                  dance at each program was 10 and comparable
      nars saved Ohio hospitals $270,000.
                                                                  programs are priced at $150.
    Helped hospitals with fiscal performance and
      regulatory compliance in areas of:                        Offered one all-day presentation to 85 participants
           - CMS, RAC Preparation                                 featuring three nationally recognized speakers.
           - Ohio Peer Review Protection                          Comparable programs are priced from $600 to 
           - Stark Regulations                                    $1,000 per attendee.
           - Medicare Policy                                    Provided speakers for approximately 12 hospital
           - MS-DRG Documentation and Coding                      board meetings, retreats upon request, saving hos-
    Supported hospital performance, development in              pitals $400 to $600 per event.
      strategic operational areas of:
           - Physician Recruitment, Physician Job Fai           Coordinated four consultative presentations to
           - Patient Safety                                       assist hospital trustees in strategic planning ses-
           - Business Development—Physician Relations             sions, saving hospitals between $1,000 and 
           - Hospitalist Program Effectiveness and RO

12    OHA Return on Investment 2009 
Foundation for Healthy Communities 
 Awarded $97,803 to hospitals through four “Hospitals for
   Healthier Children” grants.
 Provided $693,000 in federal
   and state grants of $21,000 each
   to 33 critical access hospitals.
 Awarded $143,079 in federal
   and state grants to five hospitals
   for quality improvement pro-
   jects collaborating with feder-
   ally qualified health centers.
                                        Grant recipient Dunlap Memorial
 Dispensed $258,000 in state
                                        Hospital.
   grants for care to uninsured preg-
   nant women and children in 16 hospitals.
 Distributed $233,168 in state grants for pulmonary
   rehabilitation services to uninsured patients in 26 hospitals.




                                                                     More than 600 people gathered for the 2009 Recognition
                                                                     Dinner to honor outstanding hospital leaders, caregivers.




                                                                                                OHA Return on Investment 2009    13 
        155 East Broad Street, Floor 15
         Columbus, Ohio 43215-3620
614.221.7614 fax 614.221.4771 www.ohanet.org

				
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