Attach to Form 990 or Form 990-EZ.
Go to
www.irs.gov/Form990 for instructions and the latest information.
| (i) Name of supported organization | (ii) EIN | (iii) Type of organization (described on lines 1- 10 above (see instructions)) | (iv) Is the organization listed in your governing document? | (v) Amount of monetary support (see instructions) | (vi) Amount of other support (see instructions) | |
|---|---|---|---|---|---|---|
| Yes | No | |||||
| (A)
JOINT COMMISSION ON ACCREDITATION OF HEALTHCARE ORGANIZATIONS |
362229255 | 9 | Yes | 0 | 0 | |
|
Total 1
|
0 | 0 | ||||
Calendar year (or fiscal year beginning in) ![]() |
(a) 2015 | (b) 2016 | (c) 2017 | (d) 2018 | (e) 2019 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grant.") .. | ||||||
| 2 | Tax revenues levied for the organization's benefit and either paid to or expended on its behalf.... | ||||||
| 3 | The value of services or facilities furnished by a governmental unit to the organization without charge.. | ||||||
| 4 | Total. Add lines 1 through 3 | ||||||
| 5 | The portion of total contributions by each person (other than a governmental unit or publicly supported organization) included on line 1 that exceeds 2% of the amount shown on line 11, column (f).. | ||||||
| 6 | Public support. Subtract line 5 from line 4. | ||||||
Calendar year
(or fiscal year beginning in) ![]() |
(a) 2015 | (b) 2016 | (c) 2017 | (d) 2018 | (e) 2019 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 7 | Amounts from line 4.. | ||||||
| 8 | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources... | ||||||
| 9 | Net income from unrelated business activities, whether or not the business is regularly carried on.. | ||||||
| 10 | Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.).. | ||||||
| 11 | Total support. Add lines 7 through 10 | ||||||
Calendar year (or fiscal year beginning in) ![]() |
(a) 2015 | (b) 2016 | (c) 2017 | (d) 2018 | (e) 2019 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grants.") . | ||||||
| 2 | Gross receipts from admissions, merchandise sold or services performed, or facilities furnished in any activity that is related to the organization's tax-exempt purpose | ||||||
| 3 | Gross receipts from activities that are not an unrelated trade or business under section 513 ..... | ||||||
| 4 | Tax revenues levied for the organization's benefit and either paid to or expended on its behalf... | ||||||
| 5 | The value of services or facilities furnished by a governmental unit to the organization without charge | ||||||
| 6 | Total. Add lines 1 through 5 | ||||||
| 7a | Amounts included on lines 1, 2, and 3 received from disqualified persons | ||||||
| b | Amounts included on lines 2 and 3 received from other than disqualified persons that exceed the greater of $5,000 or 1% of the amount on line 13 for the year. | ||||||
| c | Add lines 7a and 7b.. | ||||||
| 8 | Public support. (Subtract line 7c from line 6.) | ||||||
Calendar year (or fiscal year beginning in) ![]() |
(a) 2015 | (b) 2016 | (c) 2017 | (d) 2018 | (e) 2019 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 9 | Amounts from line 6... | ||||||
| 10a | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources.. | ||||||
| b | Unrelated business taxable income (less section 511 taxes) from businesses acquired after June 30, 1975. | ||||||
| c | Add lines 10a and 10b. | ||||||
| 11 | Net income from unrelated business activities not included in line 10b, whether or not the business is regularly carried on. | ||||||
| 12 | Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.) .. | ||||||
| 13 | Total support. (Add lines 9, 10c, 11, and 12.).. | ||||||
| Section A - Adjusted Net Income | (A) Prior Year |
(B) Current Year (optional) |
||||
| 1 | Net short-term capital gain | 1 | ||||
| 2 | Recoveries of prior-year distributions | 2 | ||||
| 3 | Other gross income (see instructions) | 3 | ||||
| 4 | Add lines 1 through 3 | 4 | ||||
| 5 | Depreciation and depletion | 5 | ||||
| 6 | Portion of operating expenses paid or incurred for production or collection of gross income or for management, conservation, or maintenance of property held for production of income (see instructions) | 6 | ||||
| 7 | Other expenses (see instructions) | 7 | ||||
| 8 | Adjusted Net Income (subtract lines 5, 6 and 7 from line 4) | 8 | ||||
| Section B - Minimum Asset Amount | (A) Prior Year |
(B) Current Year (optional) |
||||
| 1 | Aggregate fair market value of all non-exempt-use assets (see instructions for short tax year or assets held for part of year): | 1 | ||||
| a | Average monthly value of securities | 1a | ||||
| b | Average monthly cash balances | 1b | ||||
| c | Fair market value of other non-exempt-use assets | 1c | ||||
| d | Total (add lines 1a, 1b, and 1c) | 1d | ||||
| e |
Discount claimed for blockage or other factors (explain in detail in Part VI): |
|||||
| 2 | Acquisition indebtedness applicable to non-exempt use assets | 2 | ||||
| 3 | Subtract line 2 from line 1d | 3 | ||||
| 4 | Cash deemed held for exempt use. Enter 1-1/2% of line 3 (for greater amount, see instructions). | 4 | ||||
| 5 | Net value of non-exempt-use assets (subtract line 4 from line 3) | 5 | ||||
| 6 | Multiply line 5 by .035 | 6 | ||||
| 7 | Recoveries of prior-year distributions | 7 | ||||
| 8 | Minimum Asset Amount (add line 7 to line 6) | 8 | ||||
| Section C - Distributable Amount | Current Year | |||||
| 1 | Adjusted net income for prior year (from Section A, line 8, Column A) | 1 | ||||
| 2 | Enter 85% of line 1 | 2 | ||||
| 3 | Minimum asset amount for prior year (from Section B, line 8, Column A) | 3 | ||||
| 4 | Enter greater of line 2 or line 3 | 4 | ||||
| 5 | Income tax imposed in prior year | 5 | ||||
| 6 | Distributable Amount. Subtract line 5 from line 4, unless subject to emergency temporary reduction (see instructions) | 6 | ||||
| Section D - Distributions | Current Year | |
|---|---|---|
| 1 Amounts paid to supported organizations to accomplish exempt purposes | ||
|
2
Amounts paid to perform activity that directly furthers exempt purposes of supported organizations, in excess of income from activity |
||
| 3 Administrative expenses paid to accomplish exempt purposes of supported organizations | ||
| 4 Amounts paid to acquire exempt-use assets | ||
| 5 Qualified set-aside amounts (prior IRS approval required) | ||
| 6 Other distributions (describe in Part VI). See instructions | ||
| 7Total annual distributions. Add lines 1 through 6. | ||
|
8
Distributions to attentive supported organizations to which the organization is responsive (provide details in Part VI). See instructions |
||
| 9 Distributable amount for 2019 from Section C, line 6 | ||
| 10 Line 8 amount divided by Line 9 amount | ||
| Section E - Distribution Allocations (see instructions) |
(i) Excess Distributions |
(ii) Underdistributions Pre-2019 |
(iii) Distributable Amount for 2019 |
|
|---|---|---|---|---|
| 1 Distributable amount for 2019 from Section C, line 6 | ||||
|
2
Underdistributions, if any, for years prior to 2019 (reasonable cause required-- explain in Part VI). See instructions. |
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| 3 Excess distributions carryover, if any, to 2019: | ||||
| a From 2014....... | ||||
| b From 2015....... | ||||
| c From 2016....... | ||||
| d From 2017....... | ||||
| e From 2018....... | ||||
| fTotal of lines 3a through e | ||||
| g Applied to underdistributions of prior years | ||||
| h Applied to 2019 distributable amount | ||||
|
i
Carryover from 2014 not applied (see instructions) |
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| j Remainder. Subtract lines 3g, 3h, and 3i from 3f. | ||||
| 4Distributions for 2019 from Section D, line 7: | ||||
| $ | ||||
| a Applied to underdistributions of prior years | ||||
| b Applied to 2019 distributable amount | ||||
| c Remainder. Subtract lines 4a and 4b from 4. | ||||
|
5
Remaining underdistributions for years prior to 2019, if any. Subtract lines 3g and 4a from line 2. If the amount is greater than zero, explain in Part VI. See instructions. |
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|
6
Remaining underdistributions for 2019. Subtract lines 3h and 4b from line 1. If the amount is greater than zero, explain in Part VI. See instructions. |
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|
7 Excess distributions carryover to 2020. Add lines 3j and 4c. |
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| 8 Breakdown of line 7: | ||||
| a Excess from 2015..... | ||||
| b Excess from 2016..... | ||||
| c Excess from 2017..... | ||||
| d Excess from 2018..... | ||||
| e Excess from 2019..... | ||||
| Facts And Circumstances Test |
|---|
| Return Reference | Explanation |
|---|---|
| Schedule A, Part I, Line 12 Type 1 | The Board of Directors of The Joint Commission Center for Transforming Healthcare (the Center), a corporation organized under the laws of Illinois, duly adopted the following resolution at its regularly scheduled meeting on the 21st day of October, 2015 where a quorum was present and participating throughout and that such resolution is in full force and effect: WHEREAS, the Center applied for and received tax exempt status in 2008 under section 501(c)(3) of the IRS Code and also received recognition as a Public Charity under sections 509(a)(1) and 170(b)(1)(A)(vi) of the IRS Code. WHEREAS, at its current level and type of funding starting in 2015, while the Center may continue to maintain its 501(c)(3) status it will no longer qualify as a public charity under sections 509(a)(1) and 170(b)(1)(A)(vi) of the IRS Code. WHEREAS, in review of the other available public charity classifications, and in light of the Center's strong relationship and support of the charitable mission of The Joint Commission, its sole corporate member, the Board has determined that the most appropriate option for the Center is to be designated as 509(a)(3) supporting organization. WHEREAS, the Center, as a supporting organization, will continue to be organized and operated exclusively for charitable purposes as described in section 501(c)(3) but will now also be organized and operated exclusively to support The Joint Commission. The Center's articles of incorporation and bylaws changed to add a provision to the following: "The Joint Commission Center for Transforming Healthcare shall operate exclusively for the benefit of, to perform the functions of and to carry out the purposes of The Joint Commission, an Illinois not for profit corporation, during its existence and provided it is and remains qualified as an exempt organization under Section 501(c) (3) of the Internal Revenue Code of 1986 (or the corresponding provision of any future United States Internal Revenue Law) (the "Code") and a public charity within the meaning of Section 509(a)(1) or 509(a)(2) of the Code". |
| Software ID: | 19010655 |
| Software Version: | 2019v5.0 |
Attach to Form 990 or 990-EZ.
Go to www.irs.gov/Form990 for the latest information.
| Return Reference | Explanation |
|---|---|
| Form 990, Part III, Line 1 ORGANIZATION'S MISSION - Continuation 1 of 3 | these problems threaten lives and increase costs. working with a cadre of leading hospitals and health systems, the center develops solutions to these problems through the application of methods such as lean six sigma and formal change management. the leading hospitals and health systems in the center's network have significant expertise in the application of these methods and tools to health care. ultimately, the goal of the center is to transform health care into a high reliability industry. once solutions are developed through this collaborative method, they are made publicly available through the center's website. solutions for specific unsafe conditions are also available through the targeted solutions tool (tst). the tst is a web-based tool that helps joint commission-accredited health care organizations measure their own performance and customize solutions to address the contributing factors that underlie their own breakdowns in quality and safety. the center currently operates five tsts: on hand hygiene, improving hand-off communications, safe surgery, preventing falls with injury and preventing sepsis mortality. the tsts are based on the center project work, described in more detail below. the center's first project was on hand hygiene. hand hygiene is critically important to safe, high quality patient care. unfortunately, many infections are transmitted by health care personnel due to poor hand hygiene. the tst provides the foundation and framework of an improvement method that, if implemented well, will improve an organization's hand hygiene compliance and contribute substantially to its efforts to reduce the frequency of health care-associated infections. the organizations who have implemented the hand hygiene solutions from the center's work have achieved and continue to show major and sustained gains in hand hygiene compliance. at the start of the project in december 2008, the rate of hand hygiene compliance in the participating hospitals averaged 48 percent. by june 2010 these hospitals increased their rate of compliance to an average of 81 percent that has been sustained. organizations who use the hand hygiene tst are also significantly improving their hand hygiene compliance rates throughout the u.s. on average, organizations have improved 15 percent over their baseline measurements. in addition, some organizations have linked use of the tst to a reduction in health care-associated infections. in 2017, the center developed a mobile application that allows organizations to record hand hygiene observations on a phone or tablet. the application streamlined data entry, allowed real time recording of observations, and eliminated the completion of the paper form. across the perioperative process, there are many opportunities for even tiny slips, lapses and mistakes that can heighten the risk of a wrong-site surgery. by identifying these risk points, the center's safe surgery project has resulted in a deeper understanding of the many contributing factors that can result in a wrong-site surgery. the center's project identified many risk factors for wrong-site surgeries that occurred during scheduling, in pre-op/holding, in the operating room, or which stemmed from the organizational culture. over the course of the project, the participating organizations were able to reduce the number of cases with risks by 46 percent in the scheduling area, by 63 percent in pre-op, and by 51 percent in the operating room. organizations who used the safe surgery tst were also able to reduce the number of cases with risks by 55 percent in the scheduling area, by 16 percent in pre-op, and by 48 percent in the operating room. ineffective hand-off communications have been a primary contributing factor in adverse events. the center's hand-off communications project focuses on the quality of patient information that is communicated between "senders" and "receivers" when the care of the patient is being handed off to another caregiver. during the measure phase of the project, participating hospitals found that hand-offs were defective and didn't allow the receiver to safely care for patients 37 percent of the time on average. senders were dissatisfied with the quality of the hand-off 21 percent of the time. by using solutions targeted to the specific causes of an inadequate hand-off, organizations that fully implemented the solutions achieved more than a 50 percent reduction in defective hand-offs on average. using the tst and the solutions from the original project, senders have seen a 52 percent relative reduction in defective hand-offs while receivers have seen a 52 percent relative reduction. in march 2016, the joint commission journal of quality and patient safety published the work of a participating hospital who reduced its ineffective hand-offs by 58.2 percent while reducing the number of adverse events related to hand-off communications to zero. also, using the systematic approach of rpi which is found in the tst for hand-off communications, another health care organization reduced readmissions by 50 percent, while yet another organization reduced the time it takes to move a patient from the emergency department to an inpatient unit by 33 percent. tens of thousands of patients fall in health care facilities every year, and many of these falls result in moderate to severe injuries. these injuries can prolong hospital stays and require the patient to undergo additional treatment. falls have been identified by the centers for medicare & medicaid services (cms) as a "never event" - an event that is preventable and should never occur. up to half of all hospitalized patients are at risk for falls, and almost half of those who fall suffer an injury. these injuries result in an average additional hospital stay for the patient of 6.3 days or longer (the average length of a hospital stay is 4.8 days), and the cost for a serious fall with injury is about $14,056. the goal of the center's preventing falls with injury project is to prevent falls that occur in health care facilities that result in injury to patients. from 2015-2019, organizations using the preventing falls tst have prevented over 817 falls with 12.4 million dollars in associated costs. according to the centers for disease control and prevention, surgical site infections account for approximately 25 percent of all health care-associated infections in the u.s. each year. as a consequence, surgical site infections are a major source of preventable patient harm and unnecessary health care costs. the center led a project in collaboration with participating hospitals and the american college of surgeons that was aimed at reducing surgical site infections, focusing specifically on colorectal surgery and procedures, which are often associated with surgical site infections. during pilot testing, the participating hospitals reduced superficial incisional colorectal surgical site infections by 45 percent and all types of colorectal surgical site infections by 32 percent. they attained an estimated cost savings of more than $3.7 million for the 135 estimated colorectal surgical site infections that were avoided. in addition, they decreased the average length of stay for hospital patients with any type of colorectal surgical site infection from 15 to 13 days. the center's sixth project aims to prevent avoidable hospitalizations for people with heart failure. a chronic disease, heart failure is the most common reason for admission to the hospital among older adults. the goal of this project is to better understand why patients with heart failure periodically experience severe worsening of their condition to a degree that leads to hospitalization. the results for this project are targeted for publication in the near future. the center's seventh project was designed to optimize behaviors and practices to foster an improved safety culture that reinforces and supports the prevention of patient harm. a safety culture enables trust. it empowers staff to speak up about risks to patients and report errors and near misses, all of which drive improvement. a safety culture within health care can be defined as the summary of knowledge, attitudes, behaviors, and beliefs that staff share about the primary importance of the well-being and care of the patients they serve, supported by systems and structures that reinforce the focus on patient safety. despite widespread attention to the importance of safety culture in performance improvement, many - if not most - health care organizations struggle to achieve it. in fact, lack of safety culture was a prominent underlying factor of the issues addressed by the first four center projects. the center's safety culture project focused on a key dynamic that can impact trust, namely to responsiveness of organizational leadership to reports of adverse events or unsafe conditions. |
| Form 990, Part III, Line 1 ORGANIZATION'S MISSION - Continuation 2 of 3 | TRUST IS IMPROVED WHEN THESE REPORTS ARE ACTED UPON AND THE ACTIONS TAKEN THEN COMMUNICATED BACK TO STAFF. THE PROJECT FOCUSED ON THE BARRIERS TO CLOSING THE LOOP AND THE DEVELOPMENT OF SOLUTIONS TO THESE BARRIERS. THE RESULTS FOR THIS PROJECT ARE TARGETED FOR PUBLICATION IN THE NEAR FUTURE. THE CENTER'S EIGHTH PROJECT AIMS TO REDUCE SEPSIS MORTALITY. SEPSIS IS THE BODY'S LIFE-THREATENING INFLAMMATORY RESPONSE TO AN INFECTION. THE LEADING CAUSE OF DEATH IN HOSPITALIZED PATIENTS, SEPSIS HAS A MORTALITY RATE ESTIMATED BETWEEN 25 AND 50 PERCENT. IN ADDITION, SEPSIS IS THE MOST EXPENSIVE DISEASE TO TREAT IN THE HOSPITAL, COSTING APPROXIMATELY $17 BILLION DOLLARS ANNUALLY. EARLY DETECTION AND APPROPRIATE TREATMENT OF SEPSIS CAN IMPROVE PATIENT OUTCOMES, DECREASE THE LENGTH OF STAY IN HOSPITALS, AND DECREASE MORTALITY. DURING PILOT TESTING, THE PARTICIPATING HOSPITALS REDUCED SEPSIS MORTALITY RATES BY ABOUT 23 PERCENT AND SUSTAINED THOSE IMPROVEMENTS FOR MORE THAN A YEAR. IN DECEMBER 2017, THE CENTER DECIDED TO MOVE FORWARD WITH THE DEVELOPMENT OF THE FIFTH TST FOCUSING ON THE REDUCTION OF SEPSIS MORTALITY WHICH WAS COMPLETED IN OCTOBER 2019. THE CENTER'S NINTH PROJECT AIMS TO REDUCE INSULIN-RELATED MEDICATION ERRORS IN THE HOSPITAL SETTING. HOSPITALIZED PATIENTS WITH DIABETES WHO ARE TAKING INSULIN MAY BE UNABLE TO MANAGE THEIR GLUCOSE READINGS AND INSULIN ADMINISTRATION, AND STAFF MAY NOT BE TRAINED OR AVAILABLE TO HELP WITH THESE CRITICAL TASKS. GLYCEMIC CONTROL IS NOT ONLY FUNDAMENTAL TO THE MANAGEMENT OF DIABETES, BUT IS ALSO ESSENTIAL TO HELP PREVENT HYPERGLYCEMIC EVENTS. SAFE USE OF INSULIN TO ACHIEVE OPTIMAL BLOOD GLUCOSE HAS BEEN DIRECTLY ASSOCIATED WITH IMPROVED PATIENT OUTCOMES. THE CENTERS FOR MEDICARE & MEDICAID SERVICES INCLUDED POOR GLYCEMIC MANAGEMENT ON ITS 2013 LIST OF 15 HOSPITAL-ACQUIRED CONDITIONS AND WILL NO LONGER REIMBURSE HOSPITALS FOR ADDITIONAL COSTS ASSOCIATED WITH THESE PREVENTABLE MEDICAL ERRORS. THE OCCURRENCE OF THESE PREVENTABLE ADVERSE DRUG REACTIONS AND EVENTS CAN BE REDUCED, AND INSULIN CAN BE USED SAFELY TO ACHIEVE OPTIMAL GLYCEMIC CONTROL FOR HOSPITALIZED PATIENTS. THE PARTICIPATING HOSPITALS REDUCED OUT OF CONTROL (<70 mg/dL AND >180 mg/dL) BLOOD GLUCOSE TEST RESULTS BY 10 PERCENT, EXTREME HYPERGLYCEMIC (>300 mg/dL) BLOOD GLUCOSE TEST RESULTS BY 22 PERCENT, AND HYPERGLYCEMIC (>180 mg/dL and 300 mg/dL) BLOOD GLUCOSE TEST RESULTS BY 10 PERCENT. THE CENTER'S 10TH PROJECT AIMS TO REDUCE THE FREQUENCY OF CLOSTRIDIUM DIFFICILE-RELATED INFECTIONS (CDI). THE AGENCY FOR HEALTHCARE RESEARCH AND QUALITY (AHRQ) ESTIMATES THAT THERE WERE APPROXIMATELY 337,000 HOSPITALIZATIONS RELATED TO CDI DURING 2009. THIS REPRESENTS A 300 PERCENT INCREASE IN THESE RATES FROM 1993. THE CENTERS FOR DISEASE CONTROL AND PREVENTION ESTIMATES THAT CDI-RELATED DIARRHEA IS LINKED TO APPROXIMATELY 14,000 DEATHS PER YEAR. THE FINANCIAL IMPACT OF CDI IS ALSO STAGGERING. ACCORDING TO JAMA INTERNAL MEDICINE THE CURRENT RATES OF CDI ADD AN ADDITIONAL $1.5 BILLION ANNUALLY TO THE COST OF HEALTH CARE. SINCE CDI DISPROPORTIONATELY AFFECTS OLDER PATIENTS, MEDICARE PAYS FOR 68 PERCENT OF ALL CDI-RELATED HOSPITAL STAYS. CDI RATES AND MORTALITY CAN BE REDUCED THROUGH A FOCUS ON A WIDE RANGE OF PATIENT CARE ASPECTS THAT INCLUDE EARLY IDENTIFICATION, ANTIBIOTIC STEWARDSHIP, AND EFFECTIVE ENVIRONMENTAL HYGIENE PRACTICES. THE RESULTS FOR THIS PROJECT ARE TARGETED FOR PUBLICATION IN THE NEAR FUTURE. THE CENTER'S ELEVENTH PROJECT AIMS TO PREVENT VENOUS THROMBOEMBOLISM (VTE). VTE IS A MAJOR CAUSE OF MORBIDITY AND MORTALITY IN THE UNITED STATES. IT HAS BEEN ESTIMATED THAT UP TO 900,000 VTE'S OCCUR PER YEAR RESULTING IN APPROXIMATELY 100,000 DEATHS. IN ADDITION TO THE TOLL ON MORTALITY, VTE IS EXPENSIVE TO TREAT, COSTING APPROXIMATELY $8-10 BILLION IN DIRECT MEDICAL COSTS EACH YEAR, NOT INCLUDING THE COSTS OF ASSOCIATED COMPLICATIONS. APPROXIMATELY 50-60 PERCENT OF VTE CASES ARE ASSOCIATED WITH A HOSPITAL STAY THAT OCCURRED WITHIN THE PAST 3-6 MONTHS, MAKING HOSPITAL-ACQUIRED VTE A SERIOUS PROBLEM. THE CURRENT ACCEPTED GUIDELINES ARE NOT IMPLEMENTED CONSISTENTLY, WHICH LEADS TO CONTINUED VTE CASES IN HOSPITALIZED PATIENTS. THERE IS VARIATION IN THE ASSESSMENT OF VTE RISK FACTORS ACROSS DIFFERENT HOSPITAL PATIENT POPULATIONS AND IN THE SELECTION OF APPROPRIATE MECHANICAL AND/OR PHARMACOLOGICAL PROPHYLAXIS. THE CENTER IS COLLABORATING WITH PARTICIPATING ORGANIZATIONS AND THE CENTERS FOR DISEASE CONTROL ON THIS PROJECT. THE RESULTS FOR THIS PROJECT ARE TARGETED FOR PUBLICATION IN THE NEAR FUTURE. THE CENTER'S TWELFTH PROJECT AIMS TO REDUCE HOSPITAL-ACQUIRED PRESSURE INJURIES. EVERY YEAR, HOSPITAL-ACQUIRED PRESSURE ULCERS/INJURIES (HAPU/I) ACROSS THE UNITED STATES RESULT IN SIGNIFICANT PATIENT HARM, INCLUDING PAIN, EXPENSIVE TREATMENTS, INCREASED LENGTH OF INSTITUTIONAL STAY, AND, FOR SOME PATIENTS, PREMATURE MORTALITY. MORE THAN 2.5 MILLION PATIENTS IN U.S. ACUTE-CARE FACILITIES ARE ESTIMATED TO SUFFER FROM PRESSURE ULCERS/INJURIES, AND 60,000 DIE FROM THEIR COMPLICATIONS EACH YEAR. THE COST OF TREATING A SINGLE PRESSURE ULCER/INJURY CAN BE AS HIGH AS $70,000-LEADING TO AN ESTIMATED COST OF $11 BILLION FOR TREATING PRESSURE ULCERS/INJURIES IN THE UNITED STATES EVERY YEAR. FURTHER, THE AGENCY FOR HEALTHCARE RESEARCH AND QUALITY FOUND THAT DESPITE AN 8 PERCENT DECREASE IN ALL HOSPITAL-ACQUIRED CONDITIONS FROM 2014-2016, HAPU/I RATES HAVE RISEN BY 10 PERCENT. THE CENTER LAUNCHED THIS PROJECT IN 2018 AND IS COLLABORATING WITH SEVERAL PARTICIPATING ORGANIZATIONS. THE CENTER'S THIRTEENTH PROJECT REVISITS THE PROBLEM OF PREVENTING FALLS WITH INJURY, MOVING FROM THE ACUTE CARE SETTING TO HOME HEALTH. HOME HEALTH ORGANIZATIONS CONTINUE TO FACE CHALLENGES IN PREVENTING FALLS AND FALLS WITH INJURIES AMONG THEIR PATIENTS. IN 2015, A TOTAL OF $49.5 BILLION DOLLARS WAS SPENT FOR FALL RELATED INJURIES IN THE U.S. WITH SPENDING IN HOME HEALTH SERVICES AND LONG-TERM CARE FACILITIES LEADING THE WAY AT $29.2 BILLION DOLLARS. FALL-RELATED INJURIES AT HOME WERE THE THIRD LEADING CAUSE IN THE U.S. FOR A READMISSION TO ACUTE CARE. AS THE U.S POPULATION AGES, KEEPING ELDERLY PATIENTS SAFE WHILE RECEIVING CARE AT HOME BECOMES EVEN MORE OF A PRIORITY. THE CENTER PARTNERS WITH THE ELEVATINGHOME-VNAA, THE CENTER FOR PATIENT SAFETY, AND THE JOINT COMMISSION ON THIS PROJECT WHICH WILL BE LAUNCHED IN 2020. IN ADDITION TO ITS SOLUTION SETS ADDRESSING SPECIFIC PRESSING PROBLEMS IN HEALTHCARE, THE CENTER ALSO FULFILLS ITS MISSION TO TRANSFORM HEALTHCARE INTO A HIGH RELIABILITY INDUSTRY BY OFFERING THE ORO 2.0 HIGH RELIABILITY ORGANIZATIONAL ASSESSMENT (ORO 2.0). ORO 2.0 IS A WEB-BASED SELF-ASSESSMENT THAT HELPS HOSPITALS REFLECT ON AREAS OF PERFORMANCE THAT ARE CRITICAL ASPECTS OF THE HIGH RELIABILITY JOURNEY IN THE AREAS OF LEADERSHIP, SAFETY CULTURE, AND ROBUST PROCESS IMPROVEMENT. ORO 2.0 ALLOWS SENIOR LEADERS IN A HOSPITAL TO SELF-ASSESS THEIR STAGE OF MATURITY IN 14 AREAS OF PERFORMANCE THAT ARE CRITICAL FOR ADVANCING FROM LOW TO HIGH RELIABILITY AND THE GOAL OF ZERO PREVENTABLE HARM. ORGANIZATIONAL LEADERS ARE ABLE TO UNDERSTAND AREAS OF OPPORTUNITIES AND STRENGTHS THROUGH A SERIES OF COMPREHENSIVE REPORTS THAT PROVIDE IMPORTANT INFORMATION NEXT STEPS, AND TARGET AREAS. THE CONTINUED USE OF ORO 2.0 WILL ALLOW AN ORGANIZATION TO TRACK PROGRESS OVER TIME ON THE JOURNEY TO HIGHLY RELIABLE HEALTH CARE. IN 2016 THE CENTER BEGAN A NEW INITIATIVE TO OFFER ADDITIONAL RESOURCES TO HEALTHCARE ORGANIZATIONS SEEKING TO MATURE IN THE HIGH RELIABILITY AREAS OF LEADERSHIP, SAFETY CULTURE, AND PERFORMANCE IMPROVEMENT: HIGH RELIABILITY TRAINING PROGRAMS. THESE PROGRAMS RANGE IN SCOPE FROM WEBINARS AND OTHER SMALL EDUCATION EVENTS TO MULTI-YEAR TRAINING PROGRAMS WITH HOSPITALS LOOKING TO BUILD THE INFRASTRUCTURE THAT SUPPORTS ORGANIZATION-WIDE SUSTAINABLE IMPROVEMENT. WORK WITH ORGANIZATIONS HAS FOCUSED ON BUILDING AND STRENGTHENING THE HIGH RELIABILITY DOMAINS OF LEADERSHIP AND PERFORMANCE IMPROVEMENT THROUGH (1) ENGAGEMENT WITH LEADERSHIP AND STAFF; (2) INTENSIVE TRAINING IN ROBUST PROCESS IMPROVEMENT (RPI); AND (3) IMPLEMENTATION OF ORGANIZATION-WIDE PROGRAMS, INITIATIVES, AND EXPECTATIONS THAT REINFORCE THE ORGANIZATION'S FOCUS ON ZERO HARM, PATIENT AND EMPLOYEE SAFETY, QUALITY, AND THE PATIENT EXPERIENCE. THESE ELEMENTS WILL SUPPORT AN ORGANIZATION'S TRANSFORMATION TO HIGH RELIABILITY AND WILL BE THE FOUNDATION FOR A STRENGTHENED SAFETY CULTURE, WHICH THE CENTER WILL CONTINUE TO FOCUS ON FOR ADDITIONAL TRAINING PROGRAMS. |
| Form 990, Part III, Line 1 ORGANIZATION'S MISSION - Continuation 3 of 3 | THE CENTER CONTINUES TO SEE SIGNIFICANT IMPROVEMENTS MADE BY THE HEALTH CARE ORGANIZATIONS THAT HAVE PURCHASED ROBUST PROCESS IMPROVEMENT (RPI) TRAINING AND PARTNERED WITH THE CENTER FOR TRAINING AND PROGRAM DEVELOPMENT FOR A SELF-SUSTAINING RPI PROGRAM. AS PART OF THE TRAINING, THE TRAINEES APPLY THE TOOLS AND CONCEPTS THAT THEY LEARN IN CLASS TO AN ACTUAL PROJECT. BETWEEN 2014-2019, CENTER TRAINERS HAVE TRAINED AND MENTORED 1,416 INDIVIDUALS IN RPI. THESE RPI-TRAINED INDIVIDUALS HAVE LED IMPROVEMENT EFFORTS WITHIN THEIR ORGANIZATIONS. TO DATE, 96% OF THE TRAINING PROJECTS HAVE ACHIEVED THE GOALS THAT WERE SET AT THE BEGINNING OF THE PROJECT WORK. SEVENTY-FOUR PERCENT OF THE TRAINING PROJECTS HAVE ACHIEVED 50% OR GREATER RELATIVE IMPROVEMENT. SOME OF THE IMPROVEMENTS INCLUDE A 68% IMPROVEMENT IN NURSING RETENTION, A 72% REDUCTION IN THE HIRING PROCESS, AND A 40% DECREASE IN STAFF INJURIES. |
| Form 990, Part VI, Line 13 WHISTLEBLOWER POLICY | ALL CENTER STAFF AND BOARD MEMBERS ARE OBLIGATED TO FOLLOW THE JOINT COMMISSION WHISTLEBLOWER POLICY. |
| Form 990, Part VI, Line 14 DOCUMENT RETENTION | ALL CENTER STAFF AND BOARD MEMBERS ARE OBLIGATED TO FOLLOW THE JOINT COMMISSION RECORDS RETENTION POLICY. |
| Form 990, Part VI, Line 15a PROCESS TO ESTABLISH COMPENSATION OF TOP MANAGEMENT OFFICIAL | THE CENTER FOR TRANSFORMING HEALTHCARE RELIES ON THE PROCESS OF THE JOINT COMMISSION (A RELATED ORGANIZATION) FOR APPROVAL OF TOP MANAGEMENT OFFICIALS' COMPENSATION. THE TOP MANAGEMENT OFFICIALS' COMPENSATION ARRANGEMENT IS SUBJECT TO AN INDEPENDENT BOARD COMMITTEE REVIEW AND APPROVAL REFERRED TO AS THE HUMAN RESOURCES AND COMPENSATION COMMITTEE. THE JOINT COMMISSION ENGAGED AN INDEPENDENT COMPENSATION CONSULTANT TO ASSIST IN DETERMINING COMPENSATION OF TOP MANAGEMENT OFFICIALS. IN SETTING THE TOP MANAGEMENT OFFICIALS' COMPENSATION, THE ORGANIZATIONS' HUMAN RESOURCES AND COMPENSATION COMMITTEES RELY ON RECENT COMPENSATION STUDIES THAT PROVIDE COMPENSATION DATA FOR COMPARABLE POSITIONS IN OTHER ORGANIZATIONS TO SUPPORT ITS DECISION-MAKING PROCESS. THE JOINT COMMISSION'S HUMAN RESOURCES AND COMPENSATION COMMITTEES ADEQUATELY DOCUMENT ITS COMPENSATION DETERMINATIONS AND DELIBERATIONS REGARDING COMPENSATION IN ITS COMMITTEE MINUTES ON A TIMELY BASIS. EACH COMMITTEE MEMBER HAS BEEN DETERMINED TO BE INDEPENDENT IN ACCORDANCE WITH INTERMEDIATE SANCTIONS REGULATIONS AND\ SIGNS THE BOARD'S CONFLICT OF INTEREST POLICY ANNUALLY TO INSURE THAT HE OR SHE IS INDEPENDENT. THE PROCESS FOR DETERMINING THE COMPENSATION OF THE TOP MANAGEMENT OFFICIAL, DR. MARK CHASSIN - PRESIDENT, OF THE CENTER IS DETERMINED AND PAID FOR BY A RELATED ORGANIZATION AND IS UNDERTAKEN ANNUALLY. |
| Form 990, Part VI, Line 8b Committee authority to act on behalf of the governing body | ALL BOARD COMMITTEES DOCUMENT THEIR MEETINGS AND ACTIONS TAKEN. HOWEVER, NO BOARD COMMITTEES HAVE AUTHORITY TO ACT ON BEHALF OF GOVERNING BOARD EXCEPT BY BOARD RESOLUTION. THE SOLE MEMBER OF THE FILING ORGANIZATION, THE JOINT COMMISSION, A RELATED TAX EXEMPT ORGANIZATION, HAS BROAD AUTHORITY TO ACT ON BEHALF OF THE GOVERNING BODY. If the Joint Commission were to act of behalf of the governing body, the related meeting or actions would be contemporaneously documented |
| Form 990, Part VI, Line 15b PROCESS TO ESTABLISH COMPENSATION OF OTHER OFFICERS OR KEY EMPLOYEES | THE JOINT COMMISSION CENTER FOR TRANSFORMING HEALTHCARE RELIES ON THE PROCESSES OF THE JOINT COMMISSION FOR DETERMINING OTHER OFFICERS' COMPENSATION. THE OTHER OFFICERS' COMPENSATION ARRANGEMENT IS SUBJECT TO AN INDEPENDENT BOARD COMMITTEE REVIEW AND APPROVAL REFERRED TO AS THE HUMAN RESOURCES AND EXECUTIVE COMPENSATION COMMITTEE. THE JOINT COMMISSION ENGAGED AN INDEPENDENT COMPENSATION CONSULTANT TO ASSIST IN DETERMINING COMPENSATION OF ITS OTHER OFFICERS. IN SETTING THE OTHER OFFICERS' COMPENSATION, THE ORGANIZATIONS' HUMAN RESOURCES AND EXECUTIVE COMPENSATION COMMITTEES RELY ON RECENT COMPENSATION STUDIES THAT PROVIDE COMPENSATION DATA FOR COMPARABLE POSITIONS IN OTHER ORGANIZATIONS TO SUPPORT ITS DECISION-MAKING PROCESS. THE HUMAN RESOURCES AND EXECUTIVE COMPENSATION COMMITTEES ADEQUATELY DOCUMENTED ITS COMPENSATION DETERMINATIONS AND DELIBERATIONS REGARDING COMPENSATION IN ITS COMMITTEE MINUTES ON A TIMELY BASIS. EACH VOTING COMMITTEE MEMBER HAS BEEN DETERMINED TO BE INDEPENDENT IN ACCORDANCE WITH INTERMEDIATE SANCTIONS REGULATIONS AND SIGNS THE BOARD'S CONFLICT OF INTEREST POLICY ANNUALLY TO ENSURE THAT HE OR SHE IS INDEPENDENT. THE BOARD ENGAGES IN AN ACTIVE REVIEW OF THE COMPENSATION RECOMMENDED BY THE COMMITTEE. IN ADDITION, THE BOARD CONDUCTS AN ANNUAL EVALUATION OF THE OFFICERS. THE PROCESS FOR DETERMINING THE ORGANIZATIONS' OTHER OFFICERS' COMPENSATION IS UNDERTAKEN ANNUALLY FOR: ANNE MARIE BENEDICTO - VP, PAIGE RODGERS - TREASURER & CFO, AND LISA VANDECAVEYE- SECRETARY & GENERAL COUNSEL. |
| Form 990, Part VI, Line 1a Delegate broad authority to a committee | AS THE SOLE MEMBER OF THE FILING ORGANIZATION, THE JOINT COMMISSION, 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 Organization has one sole member, The Joint Commission. The Joint Commission has the power to: 1) Appoint all directors to the board of directors and remove them, with or without cause. 2) Approve the election of the Chairman and the Treasurer of the Organization and remove them, with or without cause, provided that an individual so removed may have a claim for compensation if the removal breaches any contract approved by the Organization. 3) Approve amendments to the articles of incorporation and bylaws. 4) Approve all mission and/or vision statements and all strategic or long-term plans of the organization. 5) Approve all creations of subsidiaries or controlled affiliates, mergers, consolidations, permanent or long-term affiliations and all joint ventures of the organization involving capital investments in excess of $250,000. 6) Approve the sale of encumbrance of all or substantially all the assets of the Organization and all long-term debt in excess of $250,000. 7) Approve the organization's annual operating and capital budgets and material amendments thereto. 8) Approve the dissolution of and all liquidations from the organization. |
| Form 990, Part VI, Line 7a Members or stockholders electing members of governing body | See response to Line 6 |
| Form 990, Part VI, Line 7b Decisions requiring approval by members or stockholders | See response to Line 6 |
| Form 990, Part VI, Line 11b Review of form 990 by governing body | The Organization's management and the management of The Joint Commission, including the CFO, Controller, Corporate Compliance & Privacy Officer, and General Counsel performed a detailed review of the Form 990 with the paid tax preparer. Once this level of review was performed, a thorough walk through of Form 990 was done with the Center's governing body prior to filing. A final filed public disclosure copy of the return will be placed on the Organization's website for the public once accepted by the IRS. |
| Form 990, Part VI, Line 12c Conflict of interest policy | THE POLICY STATES THAT ANY DECISION THAT COULD RESULT IN AN ACTUAL OR PERCEIVED CONFLICT OF INTEREST MUST BE AVOIDED. ALL STAFF AND BOARD MEMBERS REVIEW THE POLICY ON AN ANNUAL BASIS AND COMPLETE A CONFLICT OF INTEREST QUESTIONNAIRE EACH YEAR, WHICH IS DESIGNED TO IDENTIFY INTERESTS THAT COULD GIVE RISE TO POSSIBLE CONFLICTS. ALTHOUGH MANY SUCH POTENTIAL CONFLICTS ARE AND WILL BE DEEMED INCONSEQUENTIAL, EVERY INDIVIDUAL OF THE ORGANIZATION HAS AN ONGOING RESPONSIBILITY TO DISCLOSE SITUATIONS THAT INVOLVE PERSONAL, FAMILY, OR BUSINESS RELATIONSHIPS THAT COULD BE PERCEIVED AS A CONFLICT OF INTEREST. THE INTERESTS IDENTIFIED ARE REVIEWED BY THE CORPORATE COMPLIANCE OFFICER , GENERAL COUNSEL, AND GOVERNANCE COMMITTEE AND APPROPRIATELY MANAGED. ALL DISCLOSURES ARE PURSUED UNTIL 100% COMPLETED. PRIOR TO ANY BOARD OR COMMITTEE MEETING, A MEMBER IS REQUIRED TO DISCLOSE A CONFLICT OF INTEREST OR POSSIBLE CONFLICT OF INTEREST ON ANY MATTER DURING A MEETING AND THEN NOT VOTE OR USE PERSONAL INFLUENCE ON THE MATTER. THE MINUTES OF THE MEETING REFLECTS THAT A DISCLOSURE WAS MADE AND THE MEMBER ABSTAINED FROM VOTING. AT THE BEGINNING OF EACH BOARD OR COMMITTEE MEETING A REQUEST IS MADE TO DISCLOSE ANY POTENTIAL CONFLICT OF INTEREST. THE COMPLIANCE OFFICER MONITORS AND REVIEWS THE CONFLICT OF INTEREST POLICY AS WELL AS THE RESPONSES TO THE QUESTIONNAIRES ON AN ANNUAL BASIS. THE ORGANIZATION ALSO HAS AVAILABLE AN INDEPENDENT HOTLINE NUMBER FOR STAFF TO REPORT ANONYMOUSLY ANY POTENTIAL CONFLICTS DURING THE YEAR. |
| Form 990, Part VI, Line 19 Required documents available to the public | The organization makes its governing documents and form 990 available to the public upon request and in accordance with applicable laws. The conflict of interest policy and financial statements are available to the public on The Joint Commission website. THE ORGANIZATION ALSO MAKES AVAILABLE ON ITS WEBSITE A PUBLIC DISCLOSURE COPY OF FORM 990. |
| Form 990, Part IX, Line 11g Other Fees | Other Professional services-Consulting - Total Expense: 1054559, Program Service Expense: 1052114, Management and General Expenses: 2445, Fundraising Expenses: ; Shared Services Fees - Total Expense: 1118604, Program Service Expense: 350510, Management and General Expenses: 768094, Fundraising Expenses: ; |
| Form 990, Part XI, Line 9 Other changes in net assets or fund balances | Unrestricted operating net asset transfer from parent co - The Joint Commission EIN #36-2229255 - 3650000; |
| Software ID: | 19010655 |
| Software Version: | 2019v5.0 |