2022-11-11T18:33:36-06:00 2021-12-31 ERNST & YOUNG US LLP 18101 VON KARMAN AVE SUITE 1700 IRVINE CA 92612 990 2021-01-01 951183919 San Antonio Regional Hospital % WAH-CHUNG HSU SANA 9099852811 999 San Bernardino Road Upland CA 917864920 Wah-chung Hsu VICE PRESIDENT/CFO 9099852811 2022-11-11 true Wah-chung Hsu 999009999 KARA ADAMS P00023315 9497942300 2022-11-10 3 2021 2022-09-23 18:48:47Z John Chapman 999 San Bernardino Road Upland CA 917864920 521691139 false X sarh.org X 1920 CA OUR MISSION IS TO IMPROVE THE HEALTH AND WELL-BEING OF THE PEOPLE WE SERVE. 14 10 2756 192 4744350 681395 46008129 3251741 401983066 425519992 10843359 5410157 8704295 11790166 467538849 445972056 105628 112034 0 0 209060184 202967547 0 0 0 201596351 199241504 410762163 402321085 56776686 43650971 703716513 729626898 280430398 248852148 423286115 480774750 X OUR MISSION IS TO IMPROVE THE HEALTH AND WELL-BEING OF THE PEOPLE WE SERVE. false false 363170610 112034 431232403 SAN ANTONIO REGIONAL HOSPITAL WAS FOUNDED BY DR. WILLIAM HOWARD CRAIG IN 1907 TO MEET THE HEALTHCARE NEEDS OF LOCAL RESIDENTS. AS THE COMMUNITY SURROUNDING THE HOSPITAL GREW, IT BECAME APPARENT THAT LARGER, MORE MODERN FACILITIES WERE NEEDED. COMMUNITY LEADERS RALLIED TO RAISE THE NEEDED CAPITAL AND THE HOSPITAL MOVED TO ITS CURRENT LOCATION ON SAN BERNARDINO ROAD IN 1924. THROUGH COMMUNITY SUPPORT, THE HOSPITAL GREW - FROM ITS MODEST BEGINNING WITH 18 BEDS, 5 PHYSICIANS, AND LIMITED STAFF - TO A 363-BED REGIONAL MEDICAL FACILITY WITH 2,200 EMPLOYEES, OVER 400 VOLUNTEERS, AND A MEDICAL STAFF OF NEARLY 600 PHYSICIANS REPRESENTING A WIDE SPECTRUM OF MEDICAL AND SURGICAL SPECIALTIES. IN 2021, THE HOSPITAL HAD APPROXIMATELY 15,758 ADMISSIONS, 122,026 OUTPATIENT VISITS, AND 79,616 EMERGENCY ROOM VISITS. ON JANUARY 6, 2017 THE HOSPITAL'S MAIN CAMPUS IN UPLAND OPENED THE LARGEST EXPANSION IN ITS HISTORY. THE 179,000 SQUARE FOOT ADDITION, WHICH INCLUDES A NEW 52-BED EMERGENCY DEPARTMENT AND 92-BED PATIENT TOWER, INCORPORATED THE LATEST HEALTHCARE ARCHITECTURAL DESIGN AND ADVANCED TECHNOLOGICAL FEATURES TO MEET THE NEEDS OF THE GROWING POPULATION IN THE WEST END OF CALIFORNIA'S INLAND EMPIRE. IN ADDITION TO THE MAIN CAMPUS, THE HOSPITAL HAS SATELLITE LOCATIONS IN RANCHO CUCAMONGA, FONTANA, AND EASTVALE, AND WILL SOON ADD A FOURTH URGENT CARE IN THE CITY OF ONTARIO. THESE FACILITIES PROVIDE OUTPATIENT CARE IN A CLOSE, CONVENIENT SETTING FOR THE REGION'S GROWING POPULATION. ADDITIONALLY, SAN ANTONIO OPENED A NEW 60,000-SQUARE-FOOT TWO-STORY AMBULATORY CARE FACILITY DIRECTLY ACROSS THE STREET FROM THE HOSPITAL IN 2019. THE SCHEU BUILDING HOUSES CITY OF HOPE'S COMPREHENSIVE CANCER CENTER ON THE FIRST FLOOR AND THE HOSPITAL'S OUTPATIENT SERVICES AND PROGRAMS ON THE SECOND FLOOR. THE WOMEN'S BREAST AND IMAGING CENTER, PRE-OPERATIVE AND PRE-PROCEDURE SERVICES, AND TARGETED PROGRAMS TO COMPLEMENT CITY OF HOPE'S CANCER CENTER ARE AMONG THE HOSPITAL'S OFFERINGS IN THIS LOCATION. LEADERSHIP - SAN ANTONIO REGIONAL HOSPITAL IS GOVERNED BY 14-MEMBER BOARD OF TRUSTEES. THE HOSPITAL'S MEDICAL STAFF PRESIDENT-ELECT, PRESIDENT, AND IMMEDIATE PAST PRESIDENT ARE MEMBERS OF THE BOARD BY VIRTUE OF THEIR OFFICES. AT LEAST TWO ADDITIONAL PHYSICIANS ARE ELECTED FROM THE MEDICAL STAFF, AND THE REMAINING MEMBERS ARE ELECTED FROM THE COMMUNITY AT-LARGE. THE BOARD OF TRUSTEES, WITH PHYSICIAN LEADERS COMPRISING A SIGNIFICANT PORTION OF ITS MEMBERSHIP, SETS THE DIRECTION FOR THE HOSPITAL'S COMMUNITY BENEFITS PROGRAM. THE EXECUTIVE MANAGEMENT GROUP DIRECTS THE HOSPITAL'S STRATEGIC PLANNING PROCESS AND ALLOCATES RESOURCES FOR COMMUNITY BENEFIT ACTIVITIES. THE EXECUTIVE MANAGEMENT GROUP INCLUDES THE CHIEF EXECUTIVE OFFICER, CHIEF FINANCIAL OFFICER, CHIEF OPERATING OFFICER, CHIEF NURSING OFFICER, CHIEF STRATEGY OFFICER, CHIEF HUMAN RESOURCE OFFICER, CHIEF INFORMATION OFFICER, AND PRESIDENT OF THE HOSPITAL FOUNDATION. DEPARTMENT DIRECTORS ARE RESPONSIBLE FOR THE OPERATION AND MANAGEMENT OF THE INDIVIDUAL DEPARTMENTS. THE DIRECTORS ENCOURAGE EMPLOYEE PARTICIPATION IN COMMUNITY BENEFIT ACTIVITIES, AND IT IS THIS SUPPORT THAT ENSURES THE ULTIMATE SUCCESS OF THE SARH'S COMMUNITY OUTREACH PROGRAM. OUR COMMITMENT- THE LEADERSHIP AT SAN ANTONIO REGIONAL HOSPITAL HAS AN UNWAVERING COMMITMENT TO THE HOSPITAL'S MISSION, VISION, VALUES, AND STRATEGIC PLAN, WHICH FOCUS ON IMPROVING THE REGION'S OVERALL HEALTH BY PROVIDING QUALITY PATIENT CARE IN A COMPASSIONATE AND CARING ENVIRONMENT. OUR MISSION IS TO IMPROVE THE HEALTH AND WELL-BEING OF THE PEOPLE WE SERVE. OUR VISION IS TO BE A LEADER IN CREATING HEALTHY FUTURES THROUGH EXCELLENCE AND COMPASSION. OUR VALUES ARTICULATE THE PRINCIPLES THAT HELP US TO FULFILL OUR MISSION AND VISION, AND OUR STRATEGIC PLAN SPECIFICALLY ADDRESSES THE DEVELOPMENT OF PROGRAMS AND SERVICES IN RESPONSE TO THE REGIONAL COMMUNITY NEEDS. SAN ANTONIO'S COMMITMENT TO PROVIDING QUALITY CARE FOR ALL MEMBERS OF OUR COMMUNITY HAS RECEIVED NATIONAL RECOGNITION. IN 2021, SARH WAS NAMED A RECIPIENT OF HEALTHGRADES AMERICA'S 50 BEST HOSPITALS FOR CARDIAC SURGERY. HEALTHGRADES IS A LEADING RESOURCE FOR CONNECTING CONSUMERS, PHYSICIANS, AND HEALTH SYSTEMS. EVERY YEAR, HEALTHGRADES EVALUATES HOSPITAL PERFORMANCE AT NEARLY 4,500 HOSPITALS NATIONWIDE FOR 31 OF THE MOST COMMON INPATIENT PROCEDURES AND CONDITIONS, INCLUDING CARDIAC SURGERY. HOSPITALS THAT HAVE ACHIEVED THE HEALTHGRADES AMERICA'S 50 BEST HOSPITALS FOR CARDIAC SURGERY AWARD HAVE DEMONSTRATED EXCEPTIONAL QUALITY OF CARE, ON AVERAGE, A 52.8% LOWER RISK OF DURING THAN IF THEY WERE TREATED IN HOSPITALS THAT DID NOT RECEIVE THE AWARD. SAN ANTONIO REGIONAL HOSPITAL WAS ALSO RECOGNIZED BY HEALTHGRADES FOR THE FOLLOWING ADDITIONAL CLINICAL ACHIEVEMENTS: CARDIAC SURGERY EXCELLENCE AWARD AND FIVE-STAR RECIPIENT FOR CORONARY BYPASS SURGERY. IN ADDITION, SARH' S STROKE CARE HAS BEEN RECOGNIZED WITH THE 2021 GET WITH THE GUIDELINES STROKE GOLD PLUS ACHIEVEMENT AWARD FROM THE AMERICAN HEART ASSOCIATION/AMERICAN STROKE ASSOCIATION. THE AWARD IS GIVEN TO HOSPITALS THAT DEMONSTRATE 85 PERCENT OR HIGHER COMPLIANCE IN EACH OF THE ASSOCIATION'S SEVEN GET WITH THE GUIDELINES - STROKE ACHIEVEMENT MEASURES. HOSPITALS WITH THE GOLD STATUS HAVE DEMONSTRATED THIS COMPLIANCE FOR 24 CONSECUTIVE MONTHS. SAN ANTONIO'S STROKE RESPONSE TEAM MEMBERS WORK DILIGENTLY TO REDUCE TREATMENT TIME - FROM THE MOMENT THE PATIENT ARRIVES IN OUR EMERGENCY DEPARTMENT UNTIL THE MEDICAL TEAM CAN DIAGNOSE A STROKE AND ADMINISTER THE LIFESAVING TPA CLOT-BUSTING DRUG. THIS REDUCES THE DISABLING EFFECTS OF STROKE AND SAVES LIVES. IN 2021, SAN ANTONIO REGIONAL HOSPITAL HAS BEEN RECOGNIZED BY ANTHEM BLUE CROSS WITH A BLUE DISTINCTION CENTERS+ (BDC+) FOR MATERNITY CARE DESIGNATION, AS PART OF THE BLUE DISTINCTION SPECIALTY CARE PROGRAM. THE BLUE DISTINCTION CENTERS FOR MATERNITY CARE PROGRAM WAS EXPANDED BEYOND TRADITIONAL OUTCOME MEASURES TO INCLUDE ASSESSMENTS OF INTERNAL QUALITY IMPROVEMENT, DATA COLLECTION, AND DISSEMINATION, AND INTERNAL PROTOCOLS THAT BETTER ADDRESS CLINICAL QUALITY AND EQUITY ISSUES IN MATERNITY CARE. SARH WAS ALSO RECOGNIZED WITH THE 2021 WOMEN'S CHOICE AWARD AS ONE OF AMERICA'S BEST HOSPITALS FOR ORTHOPEDICS, HEART, STROKE, AND CANCER. CARING FOR OUR COMMUNITY - SAN ANTONIO REGIONAL HOSPITAL IS COMMITTED TO IMPROVING THE HEALTH AND WELLNESS OF THE RESIDENTS THAT IT SERVES. AS SUCH, WE DO OUR BEST TO BUILD PARTNERSHIPS WITH OTHER ORGANIZATIONS THAT SHARE OUR VALUES AND MISSION. WE UNDERSTAND THAT COMMUNITY BENEFITS ARE MORE THAN JUST NUMBERS. THEY REPRESENT PEOPLE - CHILDREN, PARENTS, GRANDPARENTS, AND THOSE WHO MAY BE MARGINALIZED, DISADVANTAGED, AND DISENFRANCHISED. SAN ANTONIO REGIONAL HOSPITAL UNDERSTANDS THAT EACH COMMUNITY IT SERVES ALSO HAS ITS DISTINCTIVE CHALLENGES, BUT ALSO OPPORTUNITIES BY DELIVERING ESSENTIAL PATIENT CARE SERVICES TO PROMOTE HEALTHIER LIFESTYLES, EARLY DETECTION OF DISEASE, AND ENHANCED ACCESS TO BASIC HEALTHCARE SERVICES. AS A REGIONAL HEALTHCARE PROVIDER, SAN ANTONIO REGIONAL HOSPITAL IS COMMITTED TO MAINTAINING THE HIGHEST QUALITY OF CARE FOR THOSE WE SERVE. AS A NONPROFIT HOSPITAL, ALL OF OUR RESOURCES ARE DEVOTED TO PROVIDING HEALTHCARE SERVICES. WE STRIVE TO PROVIDE OUR COMMUNITY WITH THE BEST OF CARE BY ALLOCATING A PERCENTAGE OF HOSPITAL OPERATIONS BY PURCHASING NEW OR UPGRADED EQUIPMENT, EXPANDING SERVICES, AND PROVIDING CARE FOR THE VULNERABLE POPULATION WITH FREE OR LOW-COST SCREENINGS, SERVICES, AND HEALTH EDUCATION TO PREVENT CHRONIC DISEASES AND IMPROVE HEALTH OUTCOMES. WHILE THE INLAND EMPIRE IS A MATURING ECONOMIC MARKET, MANY INDIVIDUALS AND FAMILIES ARE AT SIGNIFICANT RISK DURING A MEDICAL CRISIS. OFTEN THIS IS DUE TO AN INABILITY TO ACCESS HEALTH INSURANCE OR THE RESULT OF INADEQUATE INSURANCE COVERAGE. THE HOSPITAL'S FINANCIAL ASSISTANCE POLICY PROVIDES RELIEF TO THE FAMILIES WHO WOULD OTHERWISE FACE MEDICAL BANKRUPTCY. IN 2021, $1,454,613 IN FINANCIAL ASSISTANCE WAS PROVIDED FOR PATIENTS ENTERING THE HOSPITAL'S EMERGENCY DEPARTMENT WHO WERE EITHER TREATED AND RELEASED OR REQUIRED AN INPATIENT STAY. THE HOSPITAL ABSORBED $34,920,980 IN UNREIMBURSED COSTS INCURRED IN PROVIDING CARE AND TREATMENT FOR MEDI-CAL PATIENTS, WHILE OTHER UNCOMPENSATED CARE (BAD DEBTS) TOTALED $13,340,290 IN ACTUAL COSTS INCURRED BY THE HOSPITAL TO TREAT THESE PATIENTS. IN ADDITION TO DIRECT MEDICAL CARE, SAN ANTONIO REGIONAL HOSPITAL REACHES OUT TO ITS COMMUNITY IN A VARIETY OF WAYS THAT GO WELL BEYOND THE TRADITIONAL CARE PROVIDED BY AN ACUTE CARE HOSPITAL. AN INVENTORY OF THESE PROGRAMS AND ACTIVITIES IS PROVIDED LATER IN THIS REPORT. IN MANY COMMUNITIES WITHIN THE HOSPITAL'S SERVICE AREA, NEEDS FAR EXCEED ACCESSIBLE RESOURCES. SAN ANTONIO REGIONAL HOSPITAL UNDERSTANDS THE POWER OF COLLABORATION AND SEEKS ALLIANCES WITH OTHER HEALTH AND SOCIAL SERVICE PROVIDERS TO DEVELOP COMMUNITY-BASED PROGRAMS WITH DEFINED GOALS AND MEASURABLE OUTCOMES. THESE PARTNERSHIPS HELP TO LEVERAGE THE COMMUNITY'S RESOURCES TO ACHIEVE THE M 363170610 true true false true false false false false false true true false false true true true false true false false false false false false false false true true true false true true false false false false false false false false false false false false false false true true true true true false true 332 0 true 2756 true true true false false false false false false false false false false false X 14 10 false false false false false false false true true false false true true true true true true true true true true CA X WAH-CHUNG HSU 9099852811 999 SAN BERNARDINO ROAD UPLAND CA 91786 Wah-chung Hsu VICE PRESIDENT/CFO 40.0 5.0 X 546564 0 112523 John Chapman President/CEO 40.0 3.0 X X 548183 0 96077 Harris Koenig FORMER CEO 0.0 0.0 X 453031 0 0 Kamal Pandya VP/Chief Information Officer 40.0 0.0 X 372908 0 73126 Sandra Wier Chief Human Resources Officer 40.0 0.0 X 367640 0 71780 Debora Turner Chief Operating Officer 40.0 0.0 X 341396 0 75363 Cathy Rebman VP Busin Devel & Comm Outreach 40.0 0.0 X 326995 0 34452 Gurjeet Dhillon VP/Chief Nursing Officer 40.0 0.0 X 256445 0 41655 Saurabh Ashier Manager Cardiovascular Serv 40.0 0.0 X 252898 0 18603 Femely Rubino Registered Nurse 40.0 0.0 X 238032 0 12481 Sarah Khan MD Trustee 4.0 0.0 X 237745 0 0 Melissa Wood Director Finance 40.0 0.0 X 229052 0 6238 Gudrun Moll 11-226 VP/Chief Nursing Officer 40.0 0.0 X 203258 0 9008 Sohan Bassi MD Trustee/Secretary 4.0 0.0 X X 16750 0 0 David Dang MD Trustee/Med. Staff President 4.0 0.0 X 10500 0 0 Dennis Trigueros MD Trustee 4.0 0.0 X 3000 0 0 Vincent Carollo MD Trustee/Chairman 4.0 0.0 X X 0 0 0 Wes Fifield Trustee/Vice Chair 4.0 0.0 X X 0 0 0 Victor Ching MD Trustee/Treasurer 4.0 0.0 X X 0 0 0 Al Arguello Trustee 4.0 0.0 X 0 0 0 Dora Barilla Trustee 4.0 0.0 X 0 0 0 Deborah Freund Trustee 4.0 0.0 X 0 0 0 Susan Leonis-Jensen Trustee 4.0 0.0 X 0 0 0 Mary Lopez Trustee 4.0 0.0 X 0 0 0 Robert Mendez Trustee 4.0 0.0 X 0 0 0 4404397 0 551306 591 true true false Shiftwise Inc 1800 SW 1st Avenue Suite 510 PORTLAND OR 97201 Nursing Registry 8539532 DVA Renal Healthcare PO Box 8500-1607 PHILADELPHIA PA 191781607 Dialysis 3924693 Huron Consulting 550 WEST VAN BUREN STREET CHICAGO IL 60607 Consulting Services 3697913 Synergy CT Surgery Partnership 901 San Bernardino Road 102 UPLAND CA 91786 Medical Services 1483669 Emerald Textiles LLC 1725 Dornoch Ct SAN DIEGO CA 92154 Linen Services 1245687 49 1891138 1360603 3251741 NET PATIENT SERVICE REVENUE 622110 390134492 390134492 PROVIDER FEE REVENUE 622110 31633850 31633850 RENTAL INCOME - MOB 531120 3094123 3094123 CAPITATION REVENUE 622110 563021 563021 OUTSIDE LAB REVENUE 621500 94506 94506 425519992 4419599 4419599 0 0 0 0 0 76573237 75582679 990558 990558 990558 0 0 0 0 0 0 242048 136404 105644 105644 PHARMACY AT CASA COLINA 446110 4263921 4263921 OTHER REVENUE 622110 3480521 3480521 INSURANCE INCENTIVE PAYMENT 622110 2231890 2231890 1708190 385923 1322267 11684522 445972056 431137897 4744350 6838068 112034 112034 0 0 0 2937887 1080212 1857675 0 167221951 149284624 17937327 4430396 3955163 475233 16163658 14429838 1733820 12213655 10903538 1310117 0 4053029 4053029 390681 390681 107989 107989 0 590950 590950 36301597 36301597 473805 473805 5887494 5320546 566948 10192617 9099290 1093327 0 16369427 14793100 1576327 0 0 15884 14180 1704 5251012 5251012 0 19615627 17726701 1888926 4589048 4589048 MEDICAL SUPPLIES 49983224 49983224 DRUGS 21132916 21132916 PROVIDER FEE 18687711 18687711 DUES AND SUBSCRIPTIONS 903936 903936 4694557 4190988 503569 402321085 363170610 39150475 0 26748 57414 7741744 24641530 0 0 78802932 67020263 0 0 0 0 0 0 5983921 6749888 7481626 9105565 443445837 169500821 278523140 273945016 220839976 236678737 0 0 5720004 6154773 0 0 98596422 105273712 703716513 729626898 81739680 69158945 0 0 0 0 145593893 142109204 0 0 0 0 0 0 0 0 53096825 37583999 280430398 248852148 X 411635088 468684228 11651027 12090522 423286115 480774750 703716513 729626898 X 43650971 -6559989 20397653 X false true X true true true X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED false false false false false false false false true 107989 107989 false Part II-B, Line 1i SARH IS A MEMBER OF THE AMERICAN HOSPITAL ASSOCIATION AND THE HOSPITAL ASSOCIATION OF SOUTHERN CALIFORNIA, WHICH CONDUCT LOBBYING ACTIVITIES IN SUPPORT OF MEMBER HOSPITALS AND GENERAL HEALTHCARE ISSUES. BOTH ASSOCIATIONS PROVIDE THE PERCENTAGE OF DUES THAT RELATE TO LOBBYING ACTIVITIES. 4945691 0 634274 605765 28509 4945691 4898286 25000 388504 339657 26442 4945691 4095691 825000 169882 177910 14377 4898286 4083191 325117 301452 11165 4095691 4052191 31000 266663 243279 23384 4083191 1.00000 false true true 14864344 14864344 288790562 71094204 217696358 6349919 4988553 1361366 126040298 93418064 32622234 7400714 7400714 273945016 BENEFICIAL INTEREST IN SAHF 52094539 RECEIVABLE - PROVIDER FEE PROG 37026011 MALPRACTICE CLAIMS RECEIVABLE 7371000 CAPITAL LEASE 3761302 DUE FROM RELATED ENTITIES 3588186 PHYSICIAN GUARANTEE ASSET 538532 DEFERRED REVENUE 794142 PURCHASE OPTION 100000 105273712 0 PENSION PLAN LIABILITY FAS 158 20167111 INSURANCE CLAIMS 14951054 RIGHT OF USE LIABILITY 2099605 PHYSICIAN GUARANTEE LIABILITY 366229 37583999 X Schedule D, Part V, Line 4 PROCEEDS FROM THE ENDOWMENT FUNDS ARE RESTRICTED FOR THE PURCHASE OF PROPERTY AND EQUIPMENT FOR THE BENEFIT OF SAN ANTONIO REGIONAL HOSPITAL. Schedule D, Part X, Line 2 The principal operations of the Hospital are exempt from taxation pursuant to Internal Revenue Code Section 501(c)(3) and the provisions of the state in which the Hospital operates. Accounting Standards Codification (ASC) 740, Income Taxes, clarifies the accounting for income taxes by prescribing a minimum recognition threshold that a tax position is required to meet before being recognized in the financial statements. ASC 740 also provides guidance on derecognition, measurement, classification, interest and penalties, disclosure, and transition. The guidance is applicable to pass-through entities and tax-exempt organizations. No significant tax expense or liability for tax benefits, interest, or penalties was accrued at or for the years ended December 31, 2021 or 2020. The Hospital currently files Form 990, Return of Organization Exempt From Income Tax, and Form 990-T, Exempt Organization Business Income Tax Return, in the U.S. federal jurisdiction and the state of California for each tax-exempt organization, as appropriate. The statute of limitations for the years 2018 through 2020 remains open to examination by the major U.S. taxing jurisdictions to which the Hospital is subject. true true X true X 300. true X true true false true true 1454613 1454613 0.00360 107984184 87308924 20675260 0.05140 109438797 87308924 22129873 0.05500 26 7911 2216153 241283 1974870 0.00490 2 11 118529 118529 0.00030 1 275020 275020 0.00070 2 13971 121484 9450 112034 0.00030 31 21893 2731186 250733 2480453 0.00620 31 21893 112169983 87559657 24610326 0.06120 1 23 370 370 1 680 680 1 2408 105063 103321 1742 3 2431 106113 103321 2792 false 63249505 56573128 6676377 X true true SA Ambulatory Surg OUTPATIENT SURGICAL CENTER 0.28404 0.05677 0.60263 1 1 San Antonio Regional Hospital 999 San Bernardino Road Upland CA 91786 sarh.org 240000196 X X X San Antonio Regional Hospital 1 false false true X X X X X X X X X 19 true true true true X SEE PART V, SECTION C X true 20 true www.SARH.ORG false true X 300. 400. X X true true X X X true X SEE SECTION C X SEE SECTION C X SEE SECTION C X X X X X X false X false X X X X true X false false Schedule H, Part V, Section B, Line 5 THE HOSPITAL CONDUCTED ITS COMMUNITY HEALTH NEEDS ASSESSMENT IN 2019 FOR THE CALENDAR YEARS OF 2020, 2021, AND 2022. SAN ANTONIO REGIONAL HOSPITAL (SARH) WELCOMED THE PARTICIPATION OF AND INPUT FROM OUR COMMUNITY MEMBERS. TO SUCCESSFULLY GATHER ROBUST PRIMARY DATA, NUMEROUS DEMOGRAPHIC GROUPS WERE PROVIDED AN ONLINE SURVEY AND DIVERSE SETS OF FOCUS GROUPS AND KEY INFORMANT INTERVIEWS WERE CONDUCTED. THE COMMUNITY GROUPS SELECTED INCLUDED SENIORS, FAMILY PROGRAMS FOR PARENTS AND CHILDREN IN AT-RISK AREAS, FORMER PATIENTS, PUBLIC HEALTH PROFESSIONALS, AND CIVIC LEADERS. SARH'S TEAM ENDEAVORED TO GAIN A BETTER UNDERSTANDING OF THE CURRENT CONCERNS AND INTERESTS AMONG HIGHER NEED SEGMENTS OF THE HOSPITAL'S PRIMARY SERVICE AREA. FOCUS GROUPS WERE CONDUCTED WITH A RANGE OF GROUPS INCLUDING: CONSUMERS OF LOW-COST AND FREE SERVICES (MONOLINGUAL NON-ENGLISH-SPEAKING AND ENGLISH-SPEAKING), PARENTS, ELDERLY, AND PROFESSIONALS LEADING COMMUNITY-WIDE HEALTH INITIATIVES IN SARH'S SERVICE AREA. GENERAL HEALTH ISSUES FOR EACH GROUP OF PARTICIPANTS WERE USED TO CREATE A QUESTION OUTLINE SPECIFIC TO EACH GROUP. A THOROUGH EVALUATION AND SYNTHESIS OF THE RESULTS REVEALED SEVERAL MAJOR CONCERNS, WHICH FELL INTO FOUR PRIORITY AREAS: ACCESS TO HEALTHCARE, HEALTH LITERACY, HEALTH MANAGEMENT, AND A HEALTHY ENVIRONMENT. SAN ANTONIO REGIONAL HOSPITAL COLLABORATED WITH THE HOSPITAL ASSOCIATION OF SOUTHERN CALIFORNIA TO PLAN AND EXECUTE THE 2019 INLAND EMPIRE REGIONAL COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA). TOGETHER WITH SEVEN OTHER HOSPITALS (DESERT REGIONAL MEDICAL CENTER, HI-DESERT MEDICAL CENTER, INLAND VALLEY MEDICAL CENTER, JFK MEMORIAL HOSPITAL, MOUNTAINS COMMUNITY HOSPITAL, RANCHO SPRINGS MEDICAL CENTER, AND REDLANDS COMMUNITY HOSPITAL), SAN ANTONIO REGIONAL HOSPITAL CONTINUED TO SHARE RESOURCES, COLLABORATE FOR COLLECTIVE IMPACT, AND BUILD UPON THE EXISTING BODY OF WORK THROUGH EXPANDED DATA COLLECTION FROM IMPORTANT VOICES IN OUR COMMUNITY. PRIMARY AND SECONDARY DATA SOURCES WERE INCLUDED IN THE CHNA. FROM NOVEMBER 12, 2018 TO JANUARY 18, 2019, MULTIPLE FOCUS GROUPS, KEY INFORMANT INTERVIEWS, AND ONLINE SURVEYS WERE ADMINISTERED. A TOTAL OF 228 PEOPLE WERE SURVEYED TO OBTAIN INPUT FROM THE COMMUNITY IN THE FORM OF 11 FOCUS GROUPS (WITH A TOTAL OF 97 FOCUS GROUP PARTICIPANTS), 32 KEY INFORMANT INTERVIEWS, AND 99 ONLINE SURVEYS (INCLUDING A SPANISH OPTION). THE MAIN OBJECTIVE IN ENGAGING THE COMMUNITY WAS TO UNDERSTAND THE GREATEST AREAS OF NEED AND TO DISCOVER STRATEGIES IN WHICH PARTICIPATING HOSPITALS COULD COLLABORATE TO BETTER SERVE COMMUNITIES AND ELEVATE THE HEALTH STATUS OF OUR REGION. PRIMARY DATA - THE HOSPITALS PARTICIPATING IN THE TWO-COUNTY ASSESSMENT WORKED TO IDENTIFY RELEVANT KEY INFORMANTS AND TOPICAL FOCUS GROUPS TO GATHER MORE INSIGHTFUL DATA AND TO AID IN DESCRIBING THE COMMUNITY. TO DETERMINE FOCUS GROUPS AND KEY INFORMANTS, MEMBERS OF THE INLAND EMPIRE REGIONAL CHNA TASKFORCE INDIVIDUALLY CREATED INTERVIEW LISTS. TASKFORCE MEMBERS CONSIDERED A VARIETY OF SECTORS TO BE REPRESENTED, INCLUDING COMMUNITY-BASED ORGANIZATIONS, LOCAL BUSINESSES, FOUNDATION/FUNDERS, SCHOOL BOARDS/DISTRICTS, CITY COUNCILS, PUBLIC HEALTH DEPARTMENTS, LAW ENFORCEMENT, LEGAL, FAITH-BASED ORGANIZATIONS, AND HOSPITAL LEADERS. IN ADDITION, THE FOLLOWING POPULATIONS WERE CONTEMPLATED FOR THE FOCUS GROUPS: THOSE DEALING WITH MENTAL HEALTH ISSUES OR SUBSTANCE ABUSE, MINORITIES, LOW INCOME, MEDICALLY UNDERSERVED/UNINSURED/UNDERINSURED, AND YOUTH. COMMUNITY VOICES - AN ONLINE SURVEY IN ENGLISH AND SPANISH WAS CREATED AND DISTRIBUTED FOR GREATER COMMUNITY INPUT. IT SHOULD BE NOTED THAT THE SURVEY RESULTS WERE NOT BASED ON A STRATIFIED RANDOM SAMPLE OF RESIDENTS THROUGHOUT RIVERSIDE AND SAN BERNARDINO COUNTIES. THE PERSPECTIVES CAPTURED IN THIS DATA SIMPLY REPRESENT THE COMMUNITY MEMBERS WHO AGREED TO PARTICIPATE AND HAVE AN INTEREST IN HEALTHCARE. IN ADDITION, THE ASSESSMENT RELIED ON SEVERAL NATIONAL AND STATE ENTITIES WITH PUBLICLY AVAILABLE DATA. ALL LIMITATIONS INHERENT IN THESE SOURCES WERE PRESENT FOR THE ASSESSMENT. PARTICIPANTS IN THE FOCUS GROUPS WERE END-USERS OF PROGRAMS AND SERVICES AS WELL AS VOLUNTEERS AND/OR AUXILIARY BOARD MEMBERS PROVIDED BY THE HOSPITALS PARTICIPATING IN THIS CHNA. POPULATIONS REPRESENTED BY FOCUS GROUP MEMBERS INCLUDED LOW-INCOME POPULATIONS, HOMELESS, SENIORS, WOMEN'S CANCER, SINGLE MOTHERS/MATERNAL HEALTH, AND SPANISH-SPEAKING PROMOTORAS. KEY INFORMANT INTERVIEWS CONSISTED OF KEY LEADERS IN OUR COMMUNITY FROM AN ARRAY OF AGENCIES, INCLUDING THOSE THAT SERVE CHILDREN, HOMELESS POPULATIONS, VETERANS, SENIORS, AND SPANISH-SPEAKING POPULATIONS. OTHER ORGANIZATIONS REPRESENTED INCLUDED PUBLIC HEALTH AGENCIES, LAW ENFORCEMENT, HEALTHCARE ORGANIZATIONS, FUNDERS, AND SCHOOL DISTRICTS. MOST OF THE KEY INFORMANTS HAD TITLES SUCH AS DIRECTOR OR EXECUTIVE DIRECTOR, PRESIDENT OR VICE PRESIDENT, OR WERE A PART OF THE MEDICAL STAFF OF THEIR ORGANIZATIONS. SEVEN RESPONDENTS MENTIONED WORKING FOR NONPROFIT ORGANIZATIONS. COMMUNITY HOSPITALS, PUBLIC AND/OR POPULATION HEALTH, WORKFORCE DEVELOPMENT, AFFORDABLE HOUSING, AND FIRE PROTECTION SERVICES WERE MOST FREQUENTLY STATED AS SERVICES PROVIDED. SECONDARY SOURCES INCLUDED PUBLICLY AVAILABLE STATE AND NATIONALLY RECOGNIZED DATA SOURCES AVAILABLE AT THE ZIP CODE, COUNTY AND STATE LEVEL. HEALTH INDICATORS FOR SOCIAL AND ECONOMIC FACTORS, HEALTH SYSTEM, PUBLIC HEALTH AND PREVENTION, AND PHYSICAL ENVIRONMENT WERE INCLUDED. THE TOP LEADING CAUSES OF DEATH AS WELL AS CONDITIONS OF MORBIDITY THAT ILLUSTRATE THE COMMUNICABLE AND CHRONIC DISEASE BURDEN ACROSS SAN BERNARDINO AND RIVERSIDE COUNTIES WERE ALSO INCLUDED. A SIGNIFICANT PORTION OF THE DATA FOR THE ASSESSMENT WAS COLLECTED THROUGH A CUSTOM REPORT GENERATED THROUGH COMMUNITY COMMON'S ENGAGEMENT NETWORK CHNA. OTHER SOURCES INCLUDE CALIFORNIA DEPARTMENT OF PUBLIC HEALTH, COUNTY HEALTH RANKINGS & ROADMAPS, AND CALIFORNIA ENVIRONMENTAL PROTECTION AGENCY'S OFFICE OF ENVIRONMENTAL HEALTH HAZARD ASSESSMENT. WHEN FEASIBLE, HEALTH METRICS WERE FURTHER COMPARED TO ESTIMATES FOR THE STATE OR NATIONAL BENCHMARKS, SUCH AS THE HEALTHY PEOPLE 2020 OBJECTIVES. INPATIENT HOSPITALIZATION DISCHARGE DATA FOR 2017 WAS DERIVED FROM THE CALIFORNIA OFFICE OF STATEWIDE HEALTH PLANNING AND DEVELOPMENT (OSHPD) HOSPITAL DATASET UTILIZING THE SPEEDTRACK ANALYTICS PLATFORM. HOSPITALIZATION DISCHARGE DATA WAS STRATIFIED BY GENDER, RACE/ETHNICITY, AND AGE. THE FOCUS GROUPS, KEY INFORMANTS, AND SURVEYS CONTAINED QUESTIONS ABOUT THE MOST SIGNIFICANT HEALTH NEED IN THE COMMUNITY. BASED ON THOSE RESPONSES, PRIORITIZATION WAS GIVEN TO THE ISSUES MOST FREQUENTLY MENTIONED IN ALL THREE DATA SOURCES. FOLLOWING THE COMPLETION OF THE REGIONAL CHNA, SAN ANTONIO FINALIZED ITS 2019 CHNA AND EMBARKED ON A METHODICAL PRIORITIZATION PROCESS TO IDENTIFY THE MOST SIGNIFICANT HEALTH NEEDS TO BE ADDRESSED OVER NEXT THREE YEARS. THE RESULTS WERE SIMILAR TO THE REGIONAL PRIORITIZATION, WITH THE FOLLOWING AREAS OF NEED IDENTIFIED: MENTAL HEALTH, CHRONIC DISEASES, ACCESS TO HEALTH, AND PREVENTION AND WELLNESS. Schedule H, Part V, Section B, Line 6a OTHER HOSPITALS INCLUDED IN THE DEVELOPMENT OF THE HOSPITAL'S CHNA WERE DESERT REGIONAL MEDICAL CENTER, HI-DESERT MEDICAL CENTER, INLAND VALLEY MEDICAL CENTER, JFK MEMORIAL HOSPITAL, MOUNTAINS COMMUNITY HOSPITAL, RANCHO SPRINGS MEDICAL CENTER, AND REDLANDS COMMUNITY HOSPITAL. Schedule H, Part V, Section B, Line 6b OTHER ORGANIZATIONS INCLUDED IN THE DEVELOPMENT OF THE HOSPITAL'S CHNA WERE THE HOSPITAL ASSOCIATION OF SOUTHERN CALIFORNIA, THE HEALTH DEPARTMENT OF SAN BERNARDINO COUNTY AND THE HEALTH DEPARTMENT OF RIVERSIDE COUNTY. Schedule H, Part V, Section B, Line 7a WWW.SARH.ORG/ABOUT-US/COMMUNITY-CONNECTION/COMMUNITY-BENEFIT/ Schedule H, Part V, Section B, Line 11 THE RESULTS OF THE CHNA GUIDED THE CREATION OF SAN ANTONIO'S COMMUNITY BENEFIT IMPLEMENTATION STRATEGY BY PROVIDING THE FRAMEWORK FOR DETERMINING HOW WE CAN IMPROVE THE HEALTH OF OUR COMMUNITY, AND PARTICULARLY, THE MOST VULNERABLE AMONG US. USING THE CHNA AS BOTH CONTEXT AND THE LENS THROUGH WHICH THE COMMUNITY'S NEEDS WERE IDENTIFIED, SAN ANTONIO EMBARKED ON A FORMAL PRIORITIZATION PROCESS THAT INCLUDED INPUT FROM COMMUNITY STAKEHOLDERS. COMMUNITY HEALTH NEEDS ARE COMPLEX, OFTEN DIFFICULT TO DEFINE, AND MAY AFFECT DIVERSE POPULATIONS. EQUALLY CHALLENGING IS THE TASK OF CREATING INTERVENTIONS TO ADDRESS THESE NEEDS IN MEANINGFUL WAYS THAT ARE IMPACTFUL AND MEASURABLE. WITH THE COMPLETION OF THE CHNA AND THE PRIORITIZATION PROCESS, THE NEXT STEP WAS TO DEVELOP AND/OR EXPAND COMMUNITY BENEFIT PROGRAMS DESIGNED TO IMPROVE COMMUNITY HEALTH STATUS. DURING THE STRATEGIC PLANNING PROCESS, THE COMMUNITY BENEFIT TEAM DEVELOPED INITIATIVES WITHIN EACH OF THE IDENTIFIED PRIORITY AREAS WITH DEFINED GOALS, OBJECTIVES, AND EVALUATION METRICS. EACH INITIATIVE IN SAN ANTONIO REGIONAL HOSPITAL'S IMPLEMENTATION STRATEGY RELATES TO ONE OR MORE OF THE FOUR PRIORITY AREAS, THE SPECIFIC NEEDS IDENTIFIED IN THE 2019 CHNA, AND INPUT SOUGHT AND PROVIDED BY COMMUNITY STAKEHOLDERS. MENTAL HEALTH WAS ONE OF THE MOST FREQUENTLY MENTIONED HEALTH NEEDS IN NEARLY EVERY QUESTION BY THE FOCUS GROUPS, KEY INFORMANTS, AND SURVEY RESPONDENTS. CHILDREN AND THE AGING POPULATION WERE NOTED AS POPULATIONS WITH MENTAL HEALTH CONCERNS. ISSUES MENTIONED INCLUDED SHORTAGE OF STAFF, ADDICTION, LACK OF AVAILABLE SERVICES, TRAUMA, ISOLATION, AND SOCIAL FACTORS SUCH AS TRANSPORTATION, ALL OF WHICH LEAD TO CONTINUED UNMET NEEDS. SARH WILL ADDRESS THESE ISSUES BY SUPPORTING LOCAL AND REGIONAL MENTAL HEALTH POLICY AND EDUCATIONAL AWARENESS INITIATIVES TO INCREASE KNOWLEDGE AND ACCESS TO MENTAL HEALTH RESOURCES. THE TOP THREE LEADING CAUSES OF DEATH IN SAN BERNARDINO AND RIVERSIDE COUNTIES ARE CANCER, HEART DISEASE, AND CHRONIC LOWER RESPIRATORY DISEASE. ANALYSIS OF THE PREVENTION QUALITY INDICATORS (PQI) REVEAL THAT SAN BERNARDINO COUNTY HAS THE NUMBER OF HIGHEST HOSPITAL ADMISSIONS FOR DIABETES SHORT-TERM COMPLICATIONS, DIABETES LONG-TERM COMPLICATIONS, HYPERTENSION, UNCONTROLLED DIABETES, AND ASTHMA IN YOUNGER ADULTS. SARH WILL BE COMMITTED TO IMPROVE THE HEALTH STATUS OF AN AT-RISK POPULATION BY SCREENING FREQUENT EMERGENCY DEPARTMENT VISITORS AND CONDUCTING EVALUATIONS FOR PROGRAM PARTICIPATION. THE GOAL IS TO IMPROVE HEALTH STATUS OF ENROLLED CHIP MEMBERS. THE WHEALTH (ADOLESCENT WELLNESS & WORKFORCE DEVELOPMENT) PROGRAM PROVIDES A THREE PRONGED APPROACH INCLUDING CURRICULUM ON FITNESS, NUTRITION, AND MENTAL RESILIENCY. THE PROGRAM IS OFFERED IN PARTNERSHIP WITH LOCAL UNIVERSITIES AND SCHOOL DISTRICTS TO IMPROVE THE HEALTH AND WELL-BEING OF STUDENTS BY PROMOTING HEALTHY LIFESTYLES AND ACTIVITIES IN OUR YOUTH. EACH YEAR, AND AT THE CONCLUSION OF THE THREE-YEAR IMPLEMENTATION STRATEGY, SAN ANTONIO REGIONAL HOSPITAL EVALUATES THE EFFECTIVENESS OF ITS COMMUNITY BENEFIT PROGRAMS TO DETERMINE THE LEVEL OF MEASURABLE COMMUNITY HEALTH IMPACT. TAKING EXISTING HOSPITAL AND COMMUNITY RESOURCES INTO CONSIDERATION, SAN ANTONIO REGIONAL HOSPITAL WILL NOT DIRECTLY ADDRESS THE REMAINING HEALTH NEEDS IDENTIFIED IN THE CHNA INCLUDING: TRANSPORTATION , POVERTY AND FOOD INSECURITY, AND AFFORDABLE HOUSING AND HOMELESSNESS. THE HOSPITAL CANNOT ADDRESS ALL THE HEALTH NEEDS PRESENT IN THE COMMUNITY; THEREFORE, IT WILL CONCENTRATE ON THOSE HEALTH NEEDS THAT CAN MOST EFFECTIVELY BE ADDRESSED GIVEN THE ORGANIZATION'S AREAS OF FOCUS AND EXPERTISE. SAN ANTONIO REGIONAL HOSPITAL WILL LOOK FOR PARTNERSHIP OPPORTUNITIES THAT ADDRESS NEEDS NOT SELECTED WHERE IT CAN APPROPRIATELY CONTRIBUTE TO ADDRESSING THOSE NEEDS, OR WHERE THOSE NEEDS ALIGN WITH CURRENT STRATEGIES AND PRIORITIES. Schedule H, Part V, Section B, Line 13h SARH understands that certain patients may be non-responsive to the financial assistance application process. Under these circumstances, SARH may utilize other sources of information to make an individual assessment of financial need. The information will enable SARH to make an informed decision on the financial need of non-responsive patients utilizing the best estimates available in the absence of information provided directly by the patient. SARH may utilize a State approved third-party to conduct an electronic review of patient information to assess financial need. This review utilizes a healthcare industry recognized model that is based on public record databases. This predictive model is designed to assess each patient to the same standards and the traditional application process. The electronic technology will be deployed prior to bad debt assignment after in-house collection efforts and all other eligibility and payment sources have been exhausted. This process allows SARH to screen all patients for financial assistance prior to exploring any extraordinary collection actions. The data returned from this electronic eligibility review will constitute adequate documentation of financial need under this policy. A completed financial assistance application may not be required in certain circumstances. These circumstances are limited to situation when SARH determines it has sufficient patient financial information from which to make a financial assistance eligibility and qualification decision. Examples of circumstances not requiring a financial assistance application include, but are not limited to: 1. Patient is homeless; 2. Patient is a resident at a shelter including but not limited to prototypes and the American Recovery Center; 3. Patient's address is the address for the Department of Public Social Services; 4. Patient is unknown; 5. Patient is receiving General Relief, Cal WORKS or Cal Fresh (documentation required); 6. Patient qualified for Medi-Cal without a share of cost (SOC) during a portion of the confinement or subsequent to their discharge/visit (proof of eligibility required); 7. Non-covered and /or denied services provided to Medi-Cal eligible patients. Schedule H, Part V, Section B, Line 16a www.sarh.org/patients-and-visitors/billing/ Schedule H, Part V, Section B, Line 16b www.sarh.org/patients-and-visitors/billing/ Schedule H, Part V, Section B, Line 16c www.sarh.org/patients-and-visitors/billing/ Schedule H, Part V, Section B, Line 3e THE SIGNIFICANT HEALTH NEEDS ARE A PRIORITIZED DESCRIPTION OF THE SIGNIFICANT HEALTH NEEDS OF THE COMMUNITY AND IDENTIFIED THROUGH THE CHNA. 7 Scheu Family OP Services 1100 San Bernardino Road Upland CA 91786 LAB AND RADIOLOGY SERVICES IN A FREESTANDING MEDICAL OFFICE BUILDING 901 Building 901 San Bernardino Road Upland CA 91786 PHYSICAL THERAPY SERVICES IN A FREESTANDING MEDICAL OFFICE BUILDING Rancho San Antonio Medical PLaza 7777 MILLIKEN AVE RANCHO CUCAMONGA CA 91730 LAB, X-RAY,PHYSICAL THERAPY & URGENT CARE IN A FREESTANDING MEDICAL OFFICE BUILDING Sierra San Antonio Medical Plaza 16465 SIERRA LAKES PARKWAY FONTANA CA 92336 LAB, X-RAY,PHYSICAL THERAPY & URGENT CARE IN A FREESTANDING MEDICAL OFFICE BUILDING Eastvale San Antonio Medical Plaza 12442 LIMONITE AVE EASTVALE CA 91752 LAB, X-RAY & URGENT CARE IN A FREESTANDING MEDICAL OFFICE BUILDING 685 Building 685 N 13TH AVENUE UPLAND CA 91786 CARDIAC REHAB SERVICES IN A FREESTANDING MEDICAL OFFICE BUILDING San Antonio Ambulatory Surgery Center 901 SAN BERNARDINO ROAD UPLAND CA 91786 OUTPATIENT SURGERY CENTER Schedule H, Part VI Schedule H, Part I, Line 3c - SARH understands that certain patients may be non-responsive to the financial assistance application process. Under these circumstances, SARH may utilize other sources of information to make an individual assessment of financial need. The information will enable SARH to make an informed decision on the financial need of non-responsive patients utilizing the best estimates available in the absence of information provided directly by the patient. SARH may utilize a State approved third-party to conduct an electronic review of patient information to assess financial need. This review utilizes a healthcare industry recognized model that is based on public record databases. This predictive model is designed to assess each patient to the same standards and the traditional application process. The electronic technology will be deployed prior to bad debt assignment after in-house collection efforts and all other eligibility and payment sources have been exhausted. This process allows SARH to screen all patients for financial assistance prior to exploring any extraordinary collection actions. The data returned from this electronic eligibility review will constitute adequate documentation of financial need under this policy. A completed financial assistance application may not be required in certain circumstances. These circumstances are limited to situation when SARH determines it has sufficient patient financial information from which to make a financial assistance eligibility and qualification decision. Examples of circumstances not requiring a financial assistance application include, but are not limited to: 1. Patient is homeless; 2. Patient is a resident at a shelter including but not limited to prototypes and the American Recovery Center; 3. Patient's address is the address for the Department of Public Social Services; 4. Patient is unknown; 5. Patient is receiving General Relief, Cal WORKS or Cal Fresh (documentation required); 6. Patient qualified for Medi-Cal without a share of cost (SOC) during a portion of the confinement or subsequent to their discharge/visit (proof of eligibility required); 7. Non-covered and /or denied services provided to Medi-Cal eligible patients. Schedule H, Part I, Line 6a - SAN ANTONIO REGIONAL HOSPITAL PREPARED A COMMUNITY BENEFIT REPORT AS REQUIRED BY THE STATE OF CALIFORNIA. THE REPORT WAS PUBLISHED AND MADE AVAILABLE TO THE PUBLIC ONLINE AT WWW.SARH.ORG. Schdule H, Part I, Line 7 - THE COSTING METHODOLOGY USED ON 7A: CALCULATED USING WORKSHEETS 1&2 IN THE INSTRUCTIONS; THE COST TO CHARGE OPTION. THE COSTING METHODOLOGY USED ON 7B: CALCULATED USING WORKSHEET 3 IN THE INSTRUCTIONS; THE COST TO CHARGE OPTION. THE COSTING METHODOLOGY USED ON 7E TO 7I: CALCULATED USING ACTUAL COSTS FROM SARH'S GENERAL LEDGER. Sch H, Part II - THE LEWIS-SAN ANTONIO HEALTHY COMMUNITIES INSTITUTE (HCI) WAS ESTABLISHED IN APRIL 2016 TO IDENTIFY OPPORTUNITIES, SOLUTIONS, AND PARTNERS TO POSITIVELY IMPACT THE HEALTH OF OUR REGION. HCI SEEKS TO ADDRESS THE HEALTHCARE WORKER SHORTAGE AS WELL AS ELEMENTS OF THE EDUCATIONAL ATTAINMENT GAP THROUGH ITS WHEALTH PROGRAM. THE MISSION IS TO CREATE A PIPELINE OF STUDENTS, ESPECIALLY UNDERREPRESENTED POPULATIONS, WHO ARE INTERESTED IN, ENGAGED, AND PREPARED FOR COLLEGE AND HEALTH RELATED FIELDS. HCI IS CURRENTLY FOCUSING ON THREE PROGRAM AREAS: HEALTHCARE WORKFORCE, HEALTH POLICY EDUCATION, AND NON-CLINICAL HEALTHCARE INTERNSHIPS. HEALTH CARE WORKFORCE - SOUTHERN CALIFORNIA'S INLAND EMPIRE REGION INCLUDES SAN BERNARDINO, THE LARGEST US GEOGRAPHICAL COUNTY, AND RIVERSIDE COUNTIES. THIS REGION HAS POORER HEALTH STATUS AND A GREATER SHORTAGE OF HEALTHCARE PROFESSIONALS THAN SURROUNDING COMMUNITIES. LEWIS-SAN ANTONIO HEALTHY COMMUNITIES INSTITUTE (HCI) DEVELOPED TWO SCHOOL-BASED ADOLESCENT PROGRAMS CALLED "WHEALTH" (WELLNESS + HEALTHCARE) AND THE "YOUNG HEALTHCARE PROFESSIONALS" TO ADDRESS THESE TWO MAJOR NEEDS TO BUILD HEALTHIER OUTCOMES FOR THE FUTURE OF THE INLAND EMPIRE. WHEALTH - SUPPORTS STUDENTS IN THEIR HEALTH CAREER JOURNEY BY: 1) CREATING LEARNING OPPORTUNITIES AROUND CHRONIC DISEASE PREVENTION; 2) HELPING TO ESTABLISH LIFELONG HEALTHY HABITS; AND 3) SUPPORTING AN INTEREST IN HEALTHCARE CAREERS. THIS PROGRAM AIMS TO INCREASE KNOWLEDGE ON WELLNESS TOPICS AND HEALTHCARE PROFESSIONAL DEVELOPMENT TRAINING. THE WHEALTH CURRICULUM IS ADAPTED FROM HEALTHCORPS INC., A NATIONAL NONPROFIT, AND ALIGNS WITH THE NATIONAL HEALTH EDUCATION STANDARDS FOCUSING ON NUTRITION, FITNESS, AND MENTAL RESILIENCE. THE WHEALTH PROGRAM GOALS INCLUDE: 1) INCREASING KNOWLEDGE IN NUTRITION, PHYSICAL ACTIVITY, AND MENTAL RESILIENCE AMONG JUNIOR HIGH AND HIGH SCHOOL PARTICIPANTS USING HEALTHCORPS CURRICULUM; AND 2) INCREASING PROFESSIONAL DEVELOPMENT TRAINING FOR HEALTHCARE CAREER PREPAREDNESS AMONG HIGH SCHOOL PARTICIPANTS. THE CURRICULUM UTILIZES UNIVERSITY STUDENTS FROM ACROSS THE REGION TO INSTRUCT HIGH SCHOOL WELLNESS IN EIGHT CLASSROOM SESSIONS. PROFESSIONAL DEVELOPMENT THROUGH THE "TRAIN-THE-TRAINER MODEL" IS INTEGRATED THROUGHOUT THE PROGRAM ALONG WITH INSTRUCTION AND MENTORSHIP AMONG VARIOUS EDUCATIONAL LEVELS. THE UNIVERSITY STUDENTS ARE INSTRUCTORS ON THE WELLNESS CURRICULUM AND MENTORS TO THE HIGH SCHOOL STUDENTS AS THEY ANSWER QUESTIONS ON COLLEGE LIFE, MAJORS, AND CAREER PLANNING. ONCE THE HIGH SCHOOL STUDENTS COMPLETE THEIR EIGHT-WEEK HEALTHCORPS PROGRAM, THEY HAVE THE OPPORTUNITY TO TEACH THE CURRICULUM TO JUNIOR HIGH STUDENTS, WHILE GAINING PEER-TO-PEER TRAINING AND BUILDING PRESENTATION SKILLS FOR PROFESSIONAL DEVELOPMENT. FOLLOWING THE EIGHT SESSIONS, HIGH SCHOOL STUDENTS MAY SUBMIT APPLICATIONS TO THE "TRAINER PROGRAM," WHICH OCCURS IN THE SECOND HALF OF THE SCHOOL YEAR. THIS PORTION OF THE PROGRAM INCLUDES PROFESSIONAL SKILLS WORKSHOPS ON RESUME-BUILDING, GROUP INTERVIEWS, DRESS FOR SUCCESS, SOCIAL MEDIA ETIQUETTE, AND TRAINING SESSIONS FOR TEAM BUILDING AND LESSON DEVELOPMENT. THE ORIGINAL INTENT FOR THIS MODEL IS FOR THE HIGH SCHOOL STUDENTS TO INSTRUCT A SIMPLIFIED VERSION OF THE HEALTHCORPS WELLNESS LESSONS TO JUNIOR HIGH STUDENTS. IN 2021, HOWEVER, THE ONGOING COVID-19 PANDEMIC BROUGHT ON ANOTHER YEAR OF CHALLENGES WITH REMOTE LEARNING AT ALL SCHOOL SITES. TO MAINTAIN SAFETY PRECAUTIONS, THE TRAINER PROGRAM WENT ON HIATUS. IN LIEU OF THE TRAINER PROGRAM, AN ADVOCACY PROJECT WAS PILOTED WITH 11TH AND 12TH GRADE STUDENTS FROM CHAFFEY HIGH SCHOOL (N=7). THE ADVOCACY PROJECT INCLUDED CAREER READINESS TRAINING AND PROVIDED STUDENTS WITH AN OPPORTUNITY TO CREATE CHANGE WITHIN THEIR SCHOOL COMMUNITY AS PEER HEALTH ADVOCATES. THE STUDENTS DEVELOPED A SOCIAL MEDIA CAMPAIGN TARGETING STRESS AND ANXIETY. THEY PROMOTED MENTAL WELLNESS TIPS AND COPING STRATEGIES TO THEIR PEERS THROUGH INSTAGRAM THROUGHOUT THE SPRING SEMESTER. FOR WHEALTH, THE SUMMER OF 2021 WAS DEVOTED TO PROGRAM PLANNING. IN FALL 2021, SCHOOL SITES RETURNED TO IN-PERSON LEARNING. THE WHEALTH PROGRAM CONTINUED ITS FIFTH YEAR IN-PERSON AT CHAFFEY HIGH SCHOOL (N=94) AND UPLAND HIGH SCHOOL (N=137). THE RETURN TO IN-PERSON LEARNING ALLOWED FOR THE EXPANSION OF THE WHEALTH PROGRAM TO TWO NEW SCHOOL SITES, MONTCLAIR HIGH SCHOOL (N=44) & ONTARIO HIGH SCHOOL (N=52). THE EXPANSION TO TWO NEW SITES WAS WELL RECEIVED BY BOTH THE STUDENTS AND TEACHERS. A MATH TEACHER FROM ONTARIO HIGH SCHOOL THAT PARTICIPATED IN THE PROGRAM SAW IMPROVEMENTS IN CLASSROOM PARTICIPATION AND ATTITUDES THROUGHOUT THE PROGRAM DURATION. AS WELL, STUDENT FEEDBACK FROM EACH OF THE FOUR SCHOOL SITES WAS OVERTLY POSITIVE. THE EXPANSION OF THE WHEALTH PROGRAM WOULD NOT HAVE BEEN POSSIBLE WITHOUT FUNDING FROM CHAFFEY JOINT UNIFIED HIGH SCHOOL DISTRICT'S STRONG WORKFORCE GRANT. HCI WAS SELECTED AS AN AWARDEE FOR THE GRANT WHICH ALLOWED FOR THE EXPANSION OF ITS PREMIER PROGRAM, WHEALTH; THE DEVELOPMENT OF A NEW PROGRAM; AND THE APPOINTMENT OF TWO NEW PART-TIME HEALTHY COMMUNITIES SPECIALISTS. YOUNG HEALTHCARE PROFESSIONALS - THE YOUNG HEALTHCARE PROFESSIONALS (YHP) PROGRAM DEVELOPED WITH FUNDING FROM THE STRONG WORKFORCE GRANT. THE YHP PROGRAM SUPPORTS STUDENTS IN THEIR HEALTH CAREER JOURNEY BY: 1) SUPPORTING AN INTEREST IN ALLIED HEALTHCARE CAREERS; 2) TRAINING STUDENTS FOR ENTRY-LEVEL HEALTHCARE POSITIONS IN THE REGION; 3) HELPING TO ESTABLISH LIFELONG HEALTHY HABITS; AND 4) MENTORING YOUTH AS THEY TRANSITION TO ADULTHOOD. THIS PROGRAM AIMS TO INCREASE KNOWLEDGE AND SKILLS FOR ALLIED HEALTHCARE PROFESSIONS, AS WELL AS INCREASE KNOWLEDGE OF HEALTHY LIVING STRATEGIES. THE YHP PROGRAM GOALS INCLUDE: 1) INCREASING THE NUMBER OF ADOLESCENTS PURSUING THE FIELD OF HEALTHCARE AS A CAREER; AND INCREASING KNOWLEDGE OF WELLNESS LIFESTYLE HABITS USING THE 8 DIMENSIONS OF WELLNESS BY THE SUBSTANCE ABUSE AND MENTAL HEALTH SERVICES ADMINISTRATION (SAMHSA). THE CURRICULUM UTILIZES UNIVERSITY STUDENTS FROM ACROSS THE INLAND EMPIRE TO INSTRUCT HIGH SCHOOL STUDENTS OVER 5 SATURDAY SESSIONS. THE YOUNG HEALTHCARE PROFESSIONALS PROGRAM WAS PILOTED AS A HYBRID PROGRAM true American Cancer Society 6355 Riverside Avenue Riverside CA 92506 941170350 501(c)(3) 10000 Program support Meals on Wheels 4792 Falconview Court Fontana CA 92336 952799275 501(c)(3) 84334 Cost Meals provided Program support Upland Unified School District 390 North Euclid Avenue Upland CA 91786 330209386 GOVT 6500 COST 3 Supplemental Information Organizations are selected to receive cash and in-kind donations due to their commitment each offers to furthering population health. These organizations have demonstrated continuous dedication to serving residents in SARH's service area, with specific focus on the prevention of chronic disease, prevention of terminal disease and upstream approaches to health improvement. SARH has maintained ongoing, supportive relationships with each organization. X true true X X X X X true true false false false false false false false John Chapman President/CEO 545561 0 0 0 2622 0 59770 0 36307 0 644260 0 0 0 Wah-chung Hsu VICE PRESIDENT/CFO 426739 0 93460 0 26365 0 76216 0 36307 0 659087 0 23743 0 Gudrun Moll 11-226 VP/Chief Nursing Officer 56209 0 74852 0 72197 0 2936 0 6072 0 212266 0 14924 0 Kamal Pandya VP/Chief Information Officer 304150 0 62576 0 6182 0 47219 0 25907 0 446034 0 0 0 Debora Turner Chief Operating Officer 298087 0 39720 0 3589 0 43790 0 31573 0 416759 0 0 0 Cathy Rebman VP Busin Devel & Comm Outreach 260268 0 55205 0 11522 0 2879 0 31573 0 361447 0 5252 0 Sandra Wier Chief Human Resources Officer 297437 0 66376 0 3827 0 40207 0 31573 0 439420 0 0 0 Saurabh Ashier Manager Cardiovascular Serv 252247 0 0 0 651 0 5889 0 12714 0 271501 0 0 0 Gurjeet Dhillon VP/Chief Nursing Officer 230031 0 19633 0 6781 0 16057 0 25598 0 298100 0 0 0 Sarah Khan MD Trustee 237745 0 0 0 0 0 0 0 0 0 237745 0 0 0 Harris Koenig FORMER CEO 0 0 0 0 453031 0 0 0 0 0 453031 0 0 0 Femely Rubino Registered Nurse 234151 0 2000 0 1881 0 4766 0 7715 0 250513 0 0 0 Melissa Wood Director Finance 222967 0 5000 0 1085 0 5533 0 705 0 235290 0 0 0 Schedule J, Part I, Line 1a SARH REQUESTS BOARD MEMBERS TO ATTEND VARIOUS EDUCATIONAL SESSIONS DURING THEIR TERM. IN RECOGNITION THAT BOARD MEMBERS SERVE WITHOUT COMPENSATION AND THAT ATTENDING EDUCATIONAL SESSIONS TAKES MOST BOARD MEMBERS AWAY FROM THEIR JOBS OR BUSINESSES, SARH PROVIDES REIMBURSEMENT FOR SPOUSAL TRAVEL. SARH ALSO GROSSES UP THE SPOUSAL TRAVEL REIMBURSEMENT AND REPORTS THE GROSSED UP AMOUNT ON A 1099 GIVEN TO THE BOARD MEMBER. Schedule J, Part I, Line 4 SARH PROVIDES A 457(F) SUPPLEMENTAL NON-QUALIFIED PLAN FOR ITS EXECUTIVE MANAGEMENT TEAM. IN CONJUNCTION WITH THE 457(B) PLAN, EACH EXECUTIVE ACCRUES 10% OF THEIR BASE PAY ANNUALLY. HOSPITAL CONTRIBUTIONS ARE NOT VESTED UNTIL DECEMBER 31 OF THE EXECUTIVE'S THIRD CALENDAR YEAR OF EMPLOYMENT. AFTER INITIAL ELIGIBILITY, EACH YEAR'S CONTRIBUTION WILL VEST ON DECEMBER 31 OF EACH CALENDAR YEAR. THREE MEMBERS OF THE EXECUTIVE MANAGEMENT GROUP RECEIVED PAYMENTS AND THESE AMOUNTS ARE SHOWN ON SCH J, PART II. AN INDIVIDUAL REPORTED ON PART VII OF THE 990 RECEIVED SEVERANCE PAYMENT IN 2021. Schedule J, Part II EMPLOYEES HIRED PRIOR TO DECEMBER 31, 2005 ARE PARTICIPANTS IN THE HOSPITAL'S DEFINED BENEFIT PENSION PLAN. THE AMOUNT IN COLUMN C INCLUDES THE ESTIMATED INCREASE IN ACTUARIAL VALUE FOR THOSE EMPLOYEES WHO ARE PLAN PARTICIPANTS. A CITY OF UPLAND 956000805 915346GBO 2017-12-21 147137583 See attached statement false false false A 0 0 147137583 0 0 120410119 1727464 0 0 0 12347370 12652630 false true false true A false false false false 0 false false false false A false false false true false false 0 false 0 false false A false Part I CITY OF UPLAND 12/21/2017 $147,137,583 - THE PROCEEDS OF THE 2017 CERTIFICATES WILL BE APPLIED TO (A) REFINANCE A PORTION OF THE SERIES 2011 CERTIFICATES ISSUED 1/27/2011, (B) FINANCE, REFINANCE OR REIMBURSE A PORTION OF THE COSTS ASSOCIATED WITH THE SITE PREPARATION, CONSTRUCTION, FIT OUT, FURNISHING & EQUIPPING OF THE PROPOSED CITY OF HOPE BUILDING, (C) FINANCE, REFINANCING OR REIMBURSE A PORTION OF THE COSTS ASSOCIATED WITH THE CONSTRUCTION, RENOVATION, IMPROVEMENT, EQUIPPING AND FURNISHING OF OTHER OF THE HEALTH FACILITIES AS CONTEMPLATED IN THE FACILITIES MASTER PLAN, (D) FINANCE, REFINANCE OR REIMBURSE CERTAIN ROUTINE CAPITAL EXPENDITURES OF SARH AND (E) TO FINANCE THE COSTS OF DELIVERY ASSOCIATED WITH THE CERTIFICATES. Part V San Antonio Regional Hospital is in the process of developing post-issuance procedures. Part IV SAN ANTONIO REGIONAL HOSPITAL HAD AN INTERIM ARBITRAGE ANALYSIS PERFORMED FOR THE COMPUTATION PERIOD ENDED DECEMBER 31, 2021. Part VI, Section B, Line 11b THE FORM IS PREPARED BY THE FINANCE DEPARTMENT AND REVIEWED BY THE CFO AND EXTERNAL TAX ACCOUNTANTS. FOLLOWING THE EXTERNAL REVIEW, THE CFO REVIEWS THE FORM WITH THE CEO. THE FORM IS PROVIDED AND PRESENTED TO THE AUDIT COMMITTEE FOR REVIEW AND APPROVAL. ONCE THE AUDIT COMMITTEE APPROVES THE FORM, A DRAFT IS PROVIDED TO ALL BOARD MEMBERS PRIOR TO FILING. Part VI, Section B, Line 12C SARH HAS A COMPLIANCE OFFICER WHO REVIEWS THE ORGANIZATION'S COMPLIANCE POLICIES, INCLUDING ITS CONFLICT OF INTEREST STATEMENTS, AT LEAST ANNUALLY. EACH JANUARY, A CONFLICT OF INTEREST STATEMENT IS COMPLETED AND SIGNED BY EACH MEMBER OF THE BOARD OF DIRECTORS, OFFICERS, AND KEY EMPLOYEES. THE COMPLIANCE OFFICER AND CFO, WHO ATTEND ALL BOARD MEETINGS, REVIEW THE CONFLICT OF INTEREST STATEMENTS. IF A NEW POTENTIAL CONFLICT ARISES DURING THE YEAR, A NEW CONFLICT OF INTEREST STATEMENT IS SIGNED. IF A POTENTIAL CONFLICT OF INTEREST EXISTS DURING A BOARD DISCUSSION, THE BOARD MEMBER IS REQUIRED TO STATE THE CONFLICT AND ABSTAIN FROM ANY RELATED BOARD VOTE. BOARD MINUTES REFLECT THESE ABSTENTIONS. AT LEAST SEMI-ANNUALLY, SARH'S COMPLIANCE OFFICER PROVIDES A VERBAL COMPLIANCE UPDATE AT A BOARD MEETING AND REMINDS BOARD MEMBERS OF THEIR DUTY TO DISCLOSE POTENTIAL CONFLICTS OF INTEREST. Part VI, Section B, Line 15 SARH'S EXECUTIVE COMPENSATION PROGRAM IS DIRECTED BY THE COMPENSATION COMMITTEE OF THE BOARD OF TRUSTEES. SARH HAS DEVELOPED AND APPROVED A FORMAL EXECUTIVE COMPENSATION POLICY THAT CURRENTLY COVERS EIGHT SENIOR MANAGEMENT EMPLOYEES, INCLUDING THE CEO AND CFO. A COMPREHENSIVE BASE PAY AND TOTAL EXECUTIVE COMPENSATION ANALYSIS IS PERFORMED BY AN OUTSIDE COMPENSATION CONSULTING FIRM EVERY TWO YEARS. IN THE INTERVENING YEARS, AN ANALYSIS OF SARH'S EXECUTIVE COMPENSATION IS REVIEWED AGAINST THE HOSPITAL ASSOCIATION OF SOUTHERN CALIFORNIA'S COMPENSATION SURVEY. THE CONSULTANT PRESENTS THE SURVEY DATA AND ANALYSIS TO THE COMPENSATION COMMITTEE. THE EXTERNAL COMPENSATION STUDY INCLUDES AN EVALUATION FOR EXCESS BENEFIT TRANSACTIONS UNDER THE INTERMEDIATE SANCTIONS FOR TAX-EXEMPT ORGANIZATIONS AND AN ANALYSIS OF BOTH BASE AND TOTAL COMPENSATION OF ALL MEMBERS OF THE EXECUTIVE MANAGEMENT TEAM AND THEIR SALARY POSITION IN RELATION TO THE FIFTIETH AND SIXTY-FIFTH PERCENTILE OF THE MARKET. HOWEVER, THE CONSULTANT IS NOT EITHER TAX OR LEGAL COUNSEL AND THEREFORE CANNOT ASSURE COMPLIANCE WITH IRC 4958, BUT RATHER ASSURES THAT SARH'S EXECUTIVE COMPENSATION PRACTICES FALL BETWEEN THE FIFTIETH AND SIXTY-FIFTH PERCENTILE OF THE MARKET PLACE AND DO NOT EXCEED THE SEVENTY-FIFTH PERCENTILE. THE LATEST SURVEY AND ANALYSIS WERE CONDUCTED IN MARCH 2021. THE CONSULTANT USED SURVEY DATA FROM FOUR DIFFERENT PUBLISHED SURVEYS THAT INCLUDE CALIFORNIA HOSPITALS WITH COMPARABLE REVENUES, EMPLOYEES AND COMPLEXITY. THE COMPENSATION COMMITTEE REVIEWS THE CONSULTANT'S FINDINGS IN ACCORDANCE WITH THE COMPENSATION POLICY AND THEIR CHARTER AND PROVIDES DIRECTION FOR ANY NEEDED COMPENSATION POLICY OR PAY RANGE CHANGES FOR THE CEO AND APPROVES ANY SUCH RECOMMENDATIONS THAT MAY BE MADE BY THE CEO FOR OTHER EXECUTIVES. OTHER KEY EMPLOYEE COMPENSATION, VICE PRESIDENTS AND DEPARTMENT DIRECTORS ARE EVALUATED BASED ON MARKET-BASED COMPENSATION SURVEY DATA PROVIDED BY THE HOSPITAL COUNCIL OF SOUTHERN CALIFORNIA, TAKING INTO CONSIDERATION PAY RATES FOR SIMILAR MANAGEMENT POSITIONS. THE LATEST SURVEY AND ANALYSIS WERE CONDUCTED IN SEPTEMBER 2021. THE PROCEDURES DESCRIBED HERE ARE DOCUMENTED IN THE BOARD MINUTES. Part VI, Section C, Line 19 SARH HAS NOT MADE ITS GOVERNING DOCUMENTS OR CONFLICT OF INTEREST POLICY AVAILABLE TO THE PUBLIC. THE FINANCIAL STATEMENTS ARE PART OF THE ANNUAL REPORT FILED WITH THE CALIFORNIA OFFICE OF STATEWIDE HEALTH PLANNING AND DEVELOPMENT (OSHPD) AND ARE AVAILABLE ON THE OSHPD WEBSITE. THE FINANCIAL STATEMENTS ARE INCLUDED AS PART OF ITS ANNUAL MEDICARE AND MEDICAID COST REPORT FILINGS, WHICH ARE PUBLICLY AVAILABLE ON THE CMS (MEDICARE) WEBSITE. THE FINANCIAL STATEMENTS ARE ALSO PROVIDED TO ANYONE UPON A VERBAL OR WRITTEN REQUEST. THE AUDITED FINANCIAL STATEMENTS ARE ATTACHED TO THE FORM 990 IN ACCORDANCE WITH IRS INSTRUCTIONS. Part XI, Line 9 OTHER CHANGES IN NET ASSETS INCLUDES THE CHANGE IN THE ADDITIONAL MINIMUM PENSION LIABILITY OF $11,612,508, CHANGE IN NET ASSETS WITH DONOR RESTRICTIONS OF $439,495, ELIMINATION OF MEDICAL STAFF NET ASSETS OF -$68,887 AND CHANGE IN BENEFICIAL INTEREST IN SAN ANTONIO HOSPITAL FOUNDATION OF $8,414,537. Eastvale San Antonio Land Company LLC 999 San Bernardino Road Upland CA 91786 460783265 Lessor - Land CA 92759 407900 SARH San Antonio Hospital Foundation Inc 999 San Bernardino Road Upland CA 91786 330042666 Support SARH CA 501c(3) 7 SARH true San Antonio Community Health Care Plan 999 San Bernardino Road Upland CA 91786 237391094 Health Plan CA 501(C)(9) SARH true Cucamonga Health Services Inc 999 San Bernardino Road Upland CA 91786 330010073 Holding compa CA SARH C corp 1076106 13464571 1.00000 true FMP Holding Inc 999 San Bernardino Road Upland CA 91786 815066476 Holding compa CA SARH C Corp 25113 1773263 1.00000 true false false true false false false false false false true false false false true false false true true true San Antonio Community Health Care Plan r 13889853 Cash San Antonio Hospital Foundation Inc c 1891138 Cash San Antonio Hospital Foundation Inc q 815334 Cash Cucamonga Health Services Inc j 126418 cash