2019-11-15T19:47:05-06:00 2018-12-31 ERNST & YOUNG US LLP 18101 VON KARMAN AVE SUITE 1700 IRVINE CA 92612 990 2018-01-01 951183919 San Antonio Regional Hospital % WAH-CHUNG HSU SANA 9099852811 999 San Bernardino Road Upland CA 917864920 WAH-CHUNG HSU VICE PRESIDENT & CFO 2019-11-15 true INAS RAOUF P01254678 9497942300 164.57.159.253 33577420193195000108 2019-11-15 P 63991ECD757B78CD3B239E7D9EBABEB28EC9BCD7 337686BC7CC6EC2662FF9B863E3DABD55E8368B5 2018 2020-04-17 16:48:07Z John Chapman 999 San Bernardino Road Upland CA 917864920 522188700 false X sarh.org X 1920 CA OUR MISSION IS TO IMPROVE THE HEALTH AND WELL-BEING OF THE PEOPLE WE SERVE. 13 8 2796 382 2749085 587738 138268 1844328 347183036 343724179 11617569 15896430 5964058 7350081 364902931 368815018 167385 208810 0 0 189312518 199062994 0 0 0 196703739 177291374 386183642 376563178 -21280711 -7748160 656726149 625188103 284026283 275330603 372699866 349857500 X OUR MISSION IS TO IMPROVE THE HEALTH AND WELL-BEING OF THE PEOPLE WE SERVE. false false 340856162 208810 346426385 HISTORY AND ORGANIZATIONAL STRUCTURE - 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 373-BED REGIONAL MEDICAL FACILITY WITH OVER 2,300 EMPLOYEES AND A MEDICAL STAFF OF MORE THAN 550 PHYSICIANS. IN EARLY 2017, THE HOSPITAL OPENED THE LARGEST EXPANSION IN ITS 110-YEAR HISTORY ON THE MAIN CAMPUS IN UPLAND. THE 179,000 SQUARE FOOT ADDITION, WHICH INCLUDES A NEW 52-BED EMERGENCY DEPARTMENT AND 92-BED PATIENT TOWER, OFFICIALLY OPENED TO THE PUBLIC ON JANUARY 6, 2017. THE PROJECT INCORPORATED THE LATEST HEALTHCARE ARCHITECTURAL DESIGN AND ADVANCED TECHNOLOGICAL FEATURES WITH THE GOAL OF MEETING 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. THESE FACILITIES PROVIDE OUTPATIENT CARE IN A CLOSE, CONVENIENT SETTING FOR THE REGION'S GROWING POPULATION. LEADERSHIP - SAN ANTONIO REGIONAL HOSPITAL IS GOVERNED BY A 13-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 IS COMPRISED OF THE CHIEF EXECUTIVE OFFICER, CHIEF FINANCIAL OFFICER, CHIEF NURSING OFFICER, VICE PRESIDENT OF HUMAN RESOURCES, VICE PRESIDENT OF BUSINESS DEVELOPMENT AND COMMUNITY OUTREACH, AND PRESIDENT OF THE HOSPITAL FOUNDATION. DEPARTMENT DIRECTORS ARE RESPONSIBLE FOR THE OPERATION AND MANAGEMENT OF INDIVIDUAL DEPARTMENTS. THE DIRECTORS ENCOURAGE EMPLOYEE PARTICIPATION IN COMMUNITY BENEFIT ACTIVITIES, AND IT IS THIS SUPPORT THAT ENSURES THE ULTIMATE SUCCESS OF THE HOSPITAL'S COMMUNITY BENEFITS PROGRAM AS DELINEATED IN ITS TRIENNIAL IMPLEMENTATION STRATEGY AND PLAN. OUR COMMITMENT - THE LEADERSHIP AT SARH 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 OUR REGION'S COMMUNITY NEEDS. CARING FOR OUR COMMUNITY - COMMUNITY BENEFITS ARE MORE THAN JUST NUMBERS. THEY REPRESENT PEOPLE- CHILDREN, PARENTS, GRANDPARENTS, AND THOSE WHO MAY BE BOTH DISADVANTAGED AND DISENFRANCHISED. THIS REPORT HIGHLIGHTS HOW SAN ANTONIO REGIONAL HOSPITAL GOES ABOVE AND BEYOND THE DELIVERY OF 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 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. ANY SURPLUSES GENERATED FROM HOSPITAL OPERATIONS ARE USED TO PURCHASE NEW OR UPGRADED EQUIPMENT, EXPAND SERVICES, AND PROVIDE CARE FOR VULNERABLE POPULATIONS. 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 THESE FAMILIES WHO WOULD OTHERWISE FACE MEDICAL BANKRUPTCY. DURING 2018, $3,823,602 IN CHARITY CARE WAS PROVIDED FOR PATIENTS ENTERING THE HOSPITAL'S EMERGENCY DEPARTMENT WHO WERE EITHER TREATED AND RELEASED OR REQUIRED AN INPATIENT STAY. THE HOSPITAL ABSORBED $28,483,706 IN UNREIMBURSED COSTS INCURRED IN PROVIDING CARE AND TREATMENT FOR MEDI-CAL PATIENTS, WHILE OTHER UNCOMPENSATED CARE (BAD DEBTS) TOTALED $1,146,109 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. IN MANY COMMUNITIES WITHIN THE HOSPITAL'S SERVICE AREA, NEEDS FAR EXCEED ACCESSIBLE RESOURCES. SAN ANTONIO 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 MAXIMUM BENEFIT FOR ITS RESIDENTS. COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA) - DURING 2016, SARH JOINED OTHER HOSPITALS IN SOUTHERN CALIFORNIA'S INLAND EMPIRE TO CONDUCT A REGIONAL CHNA. THE HOSPITAL ASSOCIATION OF SOUTHERN CALIFORNIA SERVED AS A CATALYST IN COORDINATING THE EFFORT AMONG THE 11 HOSPITALS PARTICIPATING IN THE PROJECT. SARH SERVED AN ACTIVE ROLE ON THE CHNA COMMITTEE TO DESIGN THE OVERALL STRATEGY, AS WELL AS THE COORDINATION OF PRIMARY AND SECONDARY DATA COLLECTION IN COLLABORATION WITH THE DEPARTMENTS OF PUBLIC HEALTH IN SAN BERNARDINO AND RIVERSIDE COUNTIES. THE CHNA VIEWS HEALTH WITH COLLECTIVE LENS INCLUDING HEALTH OUTCOMES AND CLINICAL CARE COMPONENTS, BUT ALSO SOCIAL DETERMINANTS AND HEALTH INDICATORS FROM THE BUILT ENVIRONMENT. THE CHNA INCORPORATED THREE DISTINCT DATA METHODOLOGIES THAT, WHEN INTERPRETED TOGETHER, PROVIDED A DEEPLY RICH PICUTRE OF THE HEALTH LANDSCAPE OF THE HOSPITALS' INDIVIDUAL COMMUNITIES, AS WELL AS THE REGION AS A WHOLE. THE ASSESSMENT INCLUDED A PLETHORA OF HEALTH INDICATORS FROM MULTIPLE PRIMARY AND SECONDARY SOURCES, ALONG WITH A ROBUST QUALITY OF LIFE SURVEY AND TARGETED FOCUS GROUPS. THE DATA FROM THESE THREE SOURCES WERE AGGREGATED AND STRATEFIED ACROSS CATEGORIES AND SERVICE AREAS TO ALLOW TARGETED IDENTIFICATION OF UNIQUE CHALLENGES AND OPPORTUNITIES SURROUNDING HEALTH STATUS, QUALITY OF LIFE, AND RISK FACTORS. THE 2016 CHNA INCLUDED A LARGE GROUP OF GEOGRAPHICALLY DIVERSE HOSPITALS IN THE INLAND EMPIRE. THE COLLABORATION ACHIEVED THROUGH THIS PROCESS IS PROVIDING A SOLID BASIS FOR MORE UNIFIED AND STRATEGIC THINKING TO ADDRESS POPULATION HEALTH NEEDS ACROSS THE REGION. THE PARTICIPATING HOSPITALS, ALONG WITH ADDITIONAL HOSPITALS INTERESTED IN REGIONAL PLANNING EFFORTS, ARE USING THE CHNA AS A TOOL TO ADDRESS IDENTIFIED HEALTH NEEDS IN THE REGION. THE RESULT HAS BEEN THE DEVELOPMENT OF COLLECTIVE IMPACT INITIATIVES THAT INCORPORATE HOSPITALS ALONG WITH AN EXPANDING NETWORK OF MULTISECTORIAL PARTNERS. COMMUNITY EDUCATION- SARH OFFERS A BROAD ARRAY OF EDUCATION CLASSES, SUPPORT GROUPS, AND COMMUNITY LECTURES TO MEET THE HEALTH NEEDS OF ITS COMMUNITY. MANY PROGRAMS ARE OFFERED ON-SITE, HOWEVER SOME PROGRAMS ARE PROVIDED AT LOCATIONS THROUGHOUT THE COMMUNITY TO REACH THOSE WHO MAY HAVE SPECIAL NEEDS OR LACK TRANSPORTATION AND WOULD OTHERWISE FAIL TO ACCESS THESE IMPORTANT SERVICES. IN ADDITION TO GAINING KNOWLEDGE ABOUT IMPORTANT HEALTH TOPICS, PARTICIPANTS MAY PARTICIPATE IN FREE SCREENINGS TO IDENTIFY POTENTIAL HEALTH CONCERNS SUCH AS HIGH BLOOD PRESSURE, HIGH CHOLESTEROL, AND HIGH GLUCOSE. COMMUNITY BENEFIT INITIATIVES - AS PART OF ITS MISSION TO IMPROVE THE HEALTH OF THE COMMUNITY IT SERVES, SARH CONDUCTS AN ONGOING ASSESSMENT PROCESS TO IDENTIFY COMMUNITY HEALTH NEEDS, WHICH INCLUDES, BUT IS NOT LIMITED TO, THE COMMUNITY HEALTH NEEDS ASSESSMENT THAT IS CONDUCTED EVERY THREE YEARS. THE HOSPITAL'S COMMUNITY OUTREACH DEPARTMENT SUPPORTS A VARIETY OF SERVICES DESIGNED TO MEET THESE NEEDS, INCLUDING SUPPORT GROUPS, EDUCATIONAL SEMINARS, COMMUNITY HEALTH FAIRS, AND SPECIAL EVENTS. IN ADDITION, SARH ADDRESSES A NUMBER OF COMMUNITY HEALTH NEEDS THROUGH TARGETED HEALTH INITIATIVES. A FEW OF THESE PROGRAMS ARE HIGHLIGHTED HERE. HEALTHY BEGINNINGS - SARH'S MATERNAL/CHILD SERVICES, COLLECTIVELY KNOWN AS HEALTHY BEGINNINGS, IS COMMITTED TO PROVIDING EXCELLENT SERVICE AND CARE, WHICH RESULT IN THE BEST POSSIBLE OUTCOME FOR THE NEWEST MEMBERS OF ITS COMMUNITY AND THEIR FAMILIES. IN SUPPORT OF THIS GOAL, THE HOSPITAL ENGAGED IN AN EXTENSIVE PROCESS TO BECOME A 340856162 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 425 0 true 2796 true true true false false false false false false false false false false false X 13 8 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 Andrea Dutton Trustee/Treasurer 4.0 0.0 X X 0 0 0 Harris Koenig President/CEO 40.0 3.0 X X 822193 0 118062 Sohan Bassi MD Trustee 4.0 0.0 X 21438 0 0 Michael Chai MD Trustee/Med.Staff President 4.0 0.0 X 42000 0 0 Victor Ching MD Trustee 4.0 0.0 X 0 0 0 Ed DiGiamarino MD Trustee 4.0 0.0 X 12651 0 0 Wes FiField Trustee 4.0 0.0 X 0 0 0 Deborah Freund Trustee 4.0 0.0 X 0 0 0 Ron King Trustee / Secretary 4.0 0.0 X X 0 0 0 Howard Borenstein Trustee / Chair 4.0 0.0 X X 0 0 0 Vincent Carrollo MD Trustee / Vice Chair 4.0 0.0 X X 0 0 0 Susan Leonis-Jensen Trustee 4.0 0.0 X 0 0 0 Rohinder Sandhu MD Trustee 4.0 0.0 X 60922 0 0 Wah-Chung Hsu Vice President/CFO 40.0 5.0 X 459268 0 73910 Peter Aprato 11-111818 Sr VP Admin Serv & Compliance 40.0 0.0 X 399686 0 63857 Gudrun Moll VP/Chief Nursing Officer 40.0 0.0 X 331324 0 67725 David Batista 11-51818 VP Strategic Development 40.0 0.0 X 321257 0 29421 Cathy Rebman VP Busin Devel & Comm Outreach 40.0 0.0 X 222618 0 33576 Michael Tracey President-Foundation 0.0 40.0 X 268330 0 62716 Saurabh Ashier Manager Cardiovascular Serv 40.0 0.0 X 245786 0 19983 Martin Torres Director - Pharmacy 40.0 0.0 X 207384 0 6382 Kamal Pandya VP/Chief Information Offier 4.0 0.0 X 236924 0 2267 3651781 0 477899 426 false true false Shiftwise Inc 1800 SW 1st Avenue Suite 510 PORTLAND OR 97201 Nursing Registry 6902806 Mayo Medical Laboratories PO Box 9146 MINNEAPOLIS MN 55480 Medical Laboratory 1001039 DVA Renal Healthcare PO Box 8500-1607 PHILADELPHIA PA 191781607 Dialysis 2785307 Emerald Textiles LLC 1725 Dornoch Ct SAN DIEGO CA 92154 Linen Services 1191637 Cerner Corporation 2800 Rockcreek Parkway KANSAS CITY MO 64117 Clinical Information 7353639 51 1844328 1844328 NET PATIENT SERVICE REVENUE 622110 339969090 339969090 RENTAL INCOME - MOB 531120 2278066 2278066 CAPITATION REVENUE 622110 963849 963849 MEANINGFUL USE REVENUE 622110 398551 398551 OUTSIDE LAB REVENUE 621500 114623 114623 343724179 5684132 5684132 0 0 0 0 0 163427261 153214963 10212298 10212298 10212298 0 0 0 0 0 0 297657 158719 138938 138938 CAFETERIA 722310 1874475 1874475 PHARMACY AT CASA COLINA 446110 2321192 2321192 OTHER REVENUE 622110 2702206 2702206 313270 313270 7211143 368815018 346311762 2749085 17909843 208810 208810 0 0 0 2823709 1064013 1759696 0 154942311 138599701 16342610 10306094 9219054 1087040 19655872 17582660 2073212 11335008 10139443 1195565 0 1498441 1498441 397149 397149 29329 29329 0 545947 545947 31657374 31657374 1237323 1237323 7078995 6397309 681686 9517720 8513834 1003886 0 15474924 13984735 1490189 0 0 143316 128200 15116 5833312 5833312 0 17447652 15767495 1680157 4362780 4362780 MEDICAL SUPPLIES 46926684 46926684 MEDI-CAL FEE PROGRAM 18035178 18035178 DRUGS 14195665 14195665 OTHER 2909585 2602695 306890 376563178 340856162 35707016 0 15601 43214 9190007 17404990 0 0 55266565 52797602 0 0 0 0 0 0 4307997 5455747 5844684 7296588 397909527 116572903 274253787 281336624 219336559 181176428 0 0 13577868 12958950 0 0 74933081 66717960 656726149 625188103 75155676 74120565 0 0 0 0 155057457 152034417 0 0 0 0 0 0 0 0 53813150 49175621 284026283 275330603 X 362373252 340727804 6243423 5034005 4083191 4095691 372699866 349857500 656726149 625188103 X -7748160 -16956368 1862162 X false true X true false X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED false false false false false false false true 29329 false 29329 false Part II-B, Line 1i SARH IS A MEMBER OF THE CALIFORNIA ASSOCIATION 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. 4083191 325117 301452 11165 4095691 4052191 31000 266663 243279 23384 4083191 4042191 10000 239897 217182 22715 4052191 4037191 5000 186859 166327 20532 4042191 4037191 129048 119260 9788 4037191 1.00000 false true true 14867100 14867100 246234470 46247409 199987061 6283286 3074879 3208407 106102362 67250615 38851747 24422309 24422309 281336624 RECEIVABLE - HOSPITAL FEE PROG 23422070 DUE FROM AFFILIATES 3365280 BENEFICIAL INTEREST IN SAHF 39930610 66717960 0 PENSION PLAN LIABILITY FAS 158 34916370 INSURANCE CLAIMS 12604720 PHYSICIAN GUARANTEE LIABILITY 1654531 49175621 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 related state provisions. 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 liability for tax benefits, interest, or penalties was accrued at December 31, 2018 or 2017. 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 2015 through 2017 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 3823642 3823642 0.01160 89510256 61026550 28483706 0.08680 93333898 61026550 32307348 0.09840 41 30707 3337221 904727 2432494 0.00740 4 148 164401 164401 0.00050 1 194153 194153 0.00060 1 7155 7155 3 9700 122000 26190 95810 0.00030 50 40555 3824930 930917 2894013 0.00880 50 40555 97158828 61957467 35201361 0.10720 1 9548 9548 1 16719 16719 0.00010 1 474 474 1 915 19006 19006 0.00010 4 915 45747 45747 0.00020 false 63796184 62987079 809105 X true true SA Ambulatory Surg Outpatient surgical center 0.286 0.714 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 16 true true true true X SEE PART V, SECTION C X true 17 false true 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 C, LINE 3E THE SIGNIFICANT HEALTH NEEDS ARE A PRIORITIZED DESCRIPTION OF THE SIGNIFICANT HEALTH NEEDS OF THE COMMUNITY AND IDENTIFIED THROUGH THE CHNA. SCHEDULE H, PART V, SECTION B, LINE 5 SAN ANTONIO REGIONAL HOSPITAL (SARH) CONDUCTED ITS COMMUNITY HEALTH NEEDS ASSESSMENT USING A REGIONAL APPROACH AND WELCOMED THE PARTICIPATION OF AND INPUT FROM A DIVERSE GROUP OF COMMUNITY MEMBERS. THE REGIONAL CHNA WAS BUILT ON THE COMMUNITY HEALTH IMPROVEMENT PROCESS INITIATED BY THE SAN BERNARDINO COUNTY DEPARTMENT OF PUBLIC HEALTH. AS HEALTH CARE CONTINUES TO EVOLVE AND SYSTEMS OF CARE BECOME MORE COMPLEX, THE CHNA PROCESS IS INCREASINGLY BECOMING A KEY COMPONENT TO THE COLLECTIVE EFFORTS OF COMMUNTIIES IN ADDRESSING THEIR MOST PRESSING NEEDS. THE REPORT VIEWS HEALTH WITH A COLLECTIVE LENS AND INCLUDES NOT ONLY HEALTH OUTCOMES AND CLINICAL CARE COMPONENTS BUT SOCIAL DETERMINANTS AND HEALTH INDICATORS FROM THE BUILT ENVIRONMENT. 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. FOCUS GROUPS TOOK PLACE FROM FEBRUARY 8, 2016 TO FEBRUARY 11, 2016. QUALITATIVE DATA WAS GARNERED THROUGH THE USE OF COMMUNITY MEMBERS, HEALTH EXPERTS AND KEY STAKEHOLDER FOCUS GROUPS. THE FOCUS GROUPS WERE CONDUCTED IN BOTH ENGLISH AND SPANISH TO REVEAL THOUGHTS AND PERCEPTIONS, AND TO AUGMENT THE QUANTITATIVE DATA COLLECTED IN THE ASSESSMENT PROCESS. THE FOCUS GROUPS ALLOWED A DEEP UNDERSTANDING OF THE ISSUES RESPONDENTS BELIEVE ARE IMPORTANT. THE ASSESSMENT DISPLAYS DATA AT THE COUNTY LEVEL AND WHEN AVAILABLE SEVERAL HEALTH INDICATORS ARE PROVIDED FOR EACH HOSPITAL'S SERVICE AREA. IN ADDITION, QUALITY OF LIFE SURVEYS WERE CONDUCTED FROM FEBRUARY 7, 2016 TO MARCH 12, 2016. THE COMMUNITY HEALTH QUALIFY OF LIFE SURVEY WAS ADMINISTERED TO OBTAIN COMMUNITY INPUT REGARDING THE STRENGTHS AND AREAS OF OPPORTUNITY THAT EXIST IN EACH COMMUNITY. THE SURVEY WAS AVAILABLE IN ENGLISH AND SPANISH AND WAS DISSEMINATED THROUGH A VARIETY OF CHANNELS ACROSS HOSPITAL SERVICE AREAS. A TOTAL OF 541 INDIVIDUALS COMPLETED THE QOL SURVEY. OF THOSE WHO COMPLETED THE SURVEY, 50% WERE BETWEEN THE AGES OF 40-65, 12.6% WERE SENIORS WHO WERE 65 YEARS OF OLDER, 30% HAD AN ANNUAL HOUSEHOLD INCOME OF $25,000 OR LESS, AND 60% WERE HISPANIC. 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 AMOUNG 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 INFO FOUR PRIORITY AREAS: ACCESS TO HEALTHCARE, HEALTH LITERACY, HEALTH MANAGEMENT AND A HEALTHY ENVIRONMENT. Schedule H, Part V, Section B, Line 6a OTHER HOSPITALS INCLUDED IN THE DEVELOPMENT OF THE HOSPITAL'S CHNA WERE LOMA LINDA UNIVERSITY BEHAVIORAL MEDICINE CENTER, LOMA LINDA UNIVERSITY MEDICAL CENTER, LOMA LINDA UNIVERSITY MEDICAL CENTER - MURRIETA, LOMA LINDA UNIVERSITY MEDICAL CENTER CHILDREN'S HOSPITAL, MONTCLAIR HOSPITAL MEDICAL CENTER, PARKVIEW COMMUNITY HOSPITAL MEDICAL CENTER, REDLANDS COMMUNITY HOSPITAL, RIDGECREST REGIONAL HOSPITAL, SAN BERNARDINO MOUNTAINS COMMUNITY HOSPITAL AND SAN GORGONIO MEMORIAL 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_OUTREACH/COMMUNITY_OUTREACH_PUBLICATIONS Schedule H, Part V, Section B, Line 11 The programs and initiatives from the 2016 Community Health Needs Assessment were summarized into the following categories through a compilation and analysis of CHNA findings: . Chronic Disease Management . Access to Healthcare . Prevention and Wellness . Healthy Environment . Behavioral Health Chronic Disease Management Expand the Community Health Improvement Program (CHIP) The CHIP program is a strategy to address chronic disease management skills thereby reducing hospital readmission rates, minimizing chronic disease morbidities, and improving the quality of life among community members with chronic diseases. University students are recruited and specially trained as health coaches to provide comprehensive care management through a combination of follow up clinic services and an in-home visitation program. Once trained, student health coaches provide in-home and phone interactions. Students engage in the process of education and motivating at-risk members to take an active and meaningful role in their health and well-being. The primary objectives of the health coach are to foster meaningful interactions for boosting cooperation and adherence, while helping to resolve non-medical issues (social determinants of health) that impede effective risk factor management and patient care. CHIP has successfully recruited and trained over 165 coaches over the past four years who provided to 238 patients. To date, unnecessary ED visits were reduced by 33% and hospitalizations by 38% among CHIP participants enrolled for nine months. ACCESS TO HEALTHCARE and PREVENTION AND WELLNESS . Know Your Numbers Expansion . BUILD Case Management Program (BUILD Health Challenge-Ontario) The Know Your Numbers (KYN) program is a strategy to reduce chronic disease incidence in impoverished, uninsured, and underinsured populations through screening and health education. KYN provides biometric screenings for the low-income population living in Ontario's "HEAL"(Healthy Eating and Active Living) Zone and surrounding communities. KYN provides health education, social determinant of health assessments, and biometric screenings, including blood pressure, body mass index (BMI), glucose, and cholesterol through community-based point-of-care testing. In 2016, KYN was incorporated into the Healthy Ontario Initiative (HOI), an innovative multi-sectorial collaborative partnership in the City of Ontario. This effort was funded, in part, by a "BUILD" Health Challenge Grant provided by: 1) The Advisory Board Company, 2) de Beaumont Foundation, 3) The Colorado Health Foundation, 4) The Kresge Foundation, and 5) Robert Wood Johnson Foundation. The goal of the BUILD funding partners was to foster and expand meaningful partnerships among hospitals, community-based organizations, and local public health departments to create Bold, Upstream, Innovative, Local, Data-driven solutions to address the complex problems that influence the health of local residents. The remaining funding and other resources for the program were provided by HOI's partners, which include San Antonio Regional Hospital, The City of Ontario, and the San Bernardino County Public Health Department. HOI's goal was to reduce obesity and its associated health impact on vulnerable populations. San Antonio's KYN program served a key role in engaging the community in understanding health issues and healthcare access, as well as, empowering participants to take an active role in improving health status individually and across the community. In 2017, there was a push to further enhance the case management aspect of the program. The Clinical Community Health Worker (CCHW) model was utilized. Community Health workers (CHWs) received professional development in addition to their basic training. San Antonio staff, community partners, and CCHWs worked diligently on developing health curricula for the case management sub-population within the whole population. Case management parameters were created to determine which participants needed individual care and a three tiered system was developed to distinguish level of need and/or service. In addition to the new curriculum, efforts were made to provide individual nutrition education for participants with the highest need. This education took place in the homes of individual participants presented by one of the hospital's registered dietitians (RD). Home visits allowed for an in-depth analysis of diet patterns and living conditions. This allowed the RD to tailor each plan to the individual, maximizing individual success and satisfaction with the program. A total of eight CCHWs have been developed over the past 3 years. Quarterly screenings at four health hubs has attracted over 500 participants in 2018, with 330 new participants joining the program. The 330 new participants attended with a retention rate of 57%. More than 57% of the case managed populations were still actively involved in the program after a year and 141 participants were referred to a medical home such as the Ontario Health Center. The Ontario HOI KYN program continues to see improvement in BMI and specifically, reduction in waist circumference across all participants. Prevention and Wellness Expand HELP 12+ (Healthy Eating and Lifestyles Program for children 12 years and older) During 2017, the HELP program was rebranded as wHealth (Wellness + Healthcare). The focus was changed to include nutrition, fitness, and mental resiliency, along with professional development as students are introduced to health careers. Interns from regional universities are recruited as health educators and operations to provide curriculum to high schoolers who receive additional professional development as prospective high school health coaches. The high school health coaches receive career training including; resume building, interviewing and presentation skills. The high schoolers continue to receive supervision from the university interns as they work with they provide instruction to their respective junior high schools. During the last three years, the wHealth program has grown to provide training to 1029 high schoolers, trained 68 high school health coaches, and instructed 307 junior high students across three high schools, and four junior high schools in two school districts. The program continues to grow and is scheduled to expand into another district and two more high schools in the coming year. Healthy Environment Healthy Communities Leadership Development The program concept was revised in 2017 to provide health policy training directed at decision makers. During 2017 and 2018, collaboration occurred with County Department of Public Health from both Riverside and San Bernardino Counties to provide training around healthy communities' policies. The training was part of a regional conference attended by policy makers from across the Inland Empire including councilpersons, city managers, and city planners, held at the Ontario Convention Center as part of the Healthy Communities Summit. Additionally, a regional Food Recovery Workshop provided by WasteNot OC was facilitated. The purpose was to introduce policy makers and stakeholders to food recovery models to replicate in the region. The County of San Bernardino Department of Public Health has now taken the lead for this region. BEHAVIORAL HEALTH Support local and regional behavioral health policy change and educational awareness San Antonio supported the Hospital Association of Southern California in its advocacy efforts to raise awareness and create policy change to address unmet behavioral health needs in the region. Additionally, the third pillar of the Healthcorps curriculum used by the wHealth program covers mental resiliency. The curriculum is geared toward adolescents and addresses topics such as bullying, stress, mindfulness, and how to seek help. The following is a list of identified health needs that were not addressed: . Health Conditions (Arthritis, Asthma, Mental illness) . Environment (safe & secure places) . Social Determinants of Health (low educational attainment, low income, high poverty) . Unhealthy Behaviors (smoking, substance abuse) The complete list of identified needs was prioritized by community focus groups and was based on the alignment with hospital mission, scope, and strategic plan. Additionally considered was the severity of need and the hospital resources available to address it as well as the ability to impact the community need. Various community and local government partners focused on these needs allowing the hospital to direct its resources towards those most at risk populations. Schedule H, Part V, Section B, Line 13h THERE ARE INSTANCES WHEN A PATIENT MAY APPEAR ELIGIBLE FOR CHARITY CARE DISCOUNTS, BUT THERE IS NO FINANCIAL ASSISTANCE FORM ON FILE DUE TO A LACK OF SUPPORTING DOCUMENTATION. OFTEN THERE IS ADEQUATE INFORMATION PROVIDED BY THE PATIENT OR THROUGH OTHER SOURCES, WHICH COULD PROVIDE SUFFICIENT EVIDENCE TO PROVIDE THE PATIENT WITH CHARITY CARE ASSISTANCE. IN THE EVENT THERE IS NO EVIDENCE TO SUPPORT A PATIENT'S ELIGIBILITY FOR CHARITY CARE, SARH COULD USE OUTSIDE AGENCIES IN DETERMINING ESTIMATED INCOME AMOUNTS FOR THE BASIS OF DETERMINING CHARITY CARE ELIGIBILITY AND POTENTIAL DISCOUNT AMOUNTS. ONCE DETERMINED, DUE TO THE INHERENT NATURE OF THE PRESUMPTIVE CIRCUMSTANCES, THE ONLY DISCOUNT THAT CAN BE GRANTED IS A 100% WRITE-OFF OF THE ACCOUNT BALANCE. PRESUMPTIVE ELIGIBILITY MAY BE DETERMINED ON THE BASIS OF INDIVIDUAL LIFE CIRCUMSTANCES THAT MAY INCLUDE: 1. STATE-FUNDED PRESCRIPTION PROGRAMS; 2. HOMELESS OR RECEIVED CARE FROM A HOMELESS CLINIC; 3. PARTICIPATION IN WOMEN, INFANTS AND CHILDREN PROGRAMS (WIC); 4. FOOD STAMP ELIGIBILITY; 5. SUBSIDIZED SCHOOL LUNCH PROGRAM ELIGIBILITY; 6. ELIGIBILITY FOR OTHER STATE OR LOCAL ASSISTANCE PROGRAMS THAT ARE UNFUNDED (E.G., MEDICAID SPEND-DOWN); 7. LOW INCOME/SUBSIDIZED HOUSING IS PROVIDED AS A VALID ADDRESS; AND 8. PATIENT IS DECEASED WITH NO KNOWN ESTATE. Schedule H, Part V, Section B, Line 16a WWW.SARH.ORG/ABOUT_US/COMMUNITY_OUTREACH/COMMUNITY_OUTREACH_PUBLICATIONS Schedule H, Part V, Section B, Line 16b WWW.SARH.ORG/ABOUT_US/COMMUNITY_OUTREACH/COMMUNITY_OUTREACH_PUBLICATIONS Schedule H, Part V, Section B, Line 16c WWW.SARH.ORG/ABOUT_US/COMMUNITY_OUTREACH/COMMUNITY_OUTREACH_PUBLICATIONS 6 SARH 685 BLDG DIAGNOSTIC CENTER 685 N 13TH AVE UPLAND CA 91786 LAB AND RADIOLOGY SERVICES IN A FREESTANDING MEDICAL OFFICE BUILDING SARH 901 BUILDING DIAGNOSTIC CENTER 999 SAN BERNARDINO ROAD UPLAND CA 91786 RADIOLOGY 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, PHYSICAL THERAPY & URGENT CARE 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 - THERE ARE INSTANCES WHEN A PATIENT MAY APPEAR ELIGIBLE FOR CHARITY CARE DISCOUNTS, BUT THERE IS NO FINANCIAL ASSISTANCE FORM ON FILE DUE TO A LACK OF SUPPORTING DOCUMENTATION. OFTEN THERE IS ADEQUATE INFORMATION PROVIDED BY THE PATIENT OR THROUGH OTHER SOURCES, WHICH COULD PROVIDE SUFFICIENT EVIDENCE TO PROVIDE THE PATIENT WITH CHARITY CARE ASSISTANCE. IN THE EVENT THERE IS NO EVIDENCE TO SUPPORT A PATIENT'S ELIGIBILITY FOR CHARITY CARE, SARH COULD USE OUTSIDE AGENCIES IN DETERMINING ESTIMATED INCOME AMOUNTS FOR THE BASIS OF DETERMINING CHARITY CARE ELIGIBILITY AND POTENTIAL DISCOUNT AMOUNTS. ONCE DETERMINED, DUE TO THE INHERENT NATURE OF THE PRESUMPTIVE CIRCUMSTANCES, THE ONLY DISCOUNT THAT CAN BE GRANTED IS A 100% WRITE-OFF OF THE ACCOUNT BALANCE. PRESUMPTIVE ELIGIBILITY MAY BE DETERMINED ON THE BASIS OF INDIVIDUAL LIFE CIRCUMSTANCES THAT MAY INCLUDE: 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. Line 7g - NONE OF THE COSTS ON THIS LINE WERE ATTRIBUTABLE TO A PHYSICIAN CLINIC. Sch H, Part II - THE HEALTHY COMMUNITIES LEADERSHIP ACADEMY (HCLA) WAS REEVALUATED MID-2017, WITH THE REMAINDER OF THE YEAR DEDICATED TO REVISING THE APPROACH. IN 2018, HCI COLLABORATED WITH THE COUNTY OF SAN BERNARDINO, THE COUNTY OF RIVERSIDE, WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS, SAN BERNARDINO COUNTY TRANSPORTATION AUTHORITY, AND COMMUNITY PARTNERS FROM BOTH COUNTIES TO DEVELOP AND SUPPORT A REGIONAL INLAND EMPIRE HEALTHY COMMUNITIES CONFERENCE. HCI PARTICIPATED IN THE DEVELOPMENT OF THE LEADERSHIP DEVELOPMENT TRACK SESSIONS AND SPONSORED THE SERVICES OF CHANGELAB SOLUTIONS WHO PROVIDED A POLICY MAKERS TRAINING ON HEALTHY COMMUNITIES POLICIES. THIS TRAINING WAS ATTENDED BY COUNCILPERSONS, CITY MANAGERS, AND PLANNERS FROM CITIES ACROSS THE INLAND EMPIRE. ADDITIONALLY, HCI COLLABORATED WITH SAN BERNARDINO COUNTY DEPARTMENT OF PUBLIC HEALTH TO PROVIDE POLICY TRAINING AROUND THE TOPIC OF HEALTH EQUITY AT THE COMMUNITY LEVEL. THIS TRAINING WAS AIMED AT COMMUNITY-BASED ORGANIZATIONS AND COMMUNITY HEALTH WORKERS ACROSS SAN BERNARDINO COUNTY. A UNIQUE COMPONENT INCLUDED THE KYN CLINICAL COMMUNITY HEALTH WORKERS LEADING A SESSION ON EQUITY FOR THEIR PEERS. THIS SESSION WAS WELL RECEIVED AND PROVIDED OUR KYN TEAM WITH THE OPPORTUNITY TO LEAD OTHERS IN BUILDING THEIR COMMUNITY NETWORK AND PROMOTING EQUITY ACROSS THE REGION. 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 A SCHOOL-BASED ADOLESCENT PROGRAM CALLED "WHEALTH" (WELLNESS + HEALTHCARE) 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; 3) SUPPORTING AN INTEREST IN HEALTHCARE CAREERS; AND 4) RETAINING LOCAL STUDENTS IN THE REGION. 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 IS ALIGNED TO NATIONAL HEALTH EDUCATION STANDARDS FOCUSING ON NUTRITION, FITNESS, AND MENTAL RESILIENCY. THE 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 TEACH HIGH SCHOOL WELLNESS IN SIX CLASSROOM SESSIONS. THESE UNIVERSITY STUDENTS ARE EITHER IN A MASTERS OF PUBLIC HEALTH PROGRAM OR A BACHELORS LEVEL PROGRAM IN PUBLIC HEALTH OR HEALTH SCIENCES. THE STUDENTS ARE NOT ONLY FULFILLING THEIR PRACTICUM REQUIREMENT FOR THEIR DEGREE; THEY ARE BEING EXPOSED TO PUBLIC HEALTH NEEDS WITHIN THEIR OWN COMMUNITIES. DURING THEIR 120 TO 400 HOUR PRACTICUM, THE INTERNS INSTRUCT HIGH SCHOOL STUDENTS, CONDUCT PROGRAM OPERATIONS, AND COLLECT DATA IN THE CLASSROOM THROUGHOUT THE PROGRAM IMPLEMENTATION. PROFESSIONAL DEVELOPMENT IS INTEGRATED THROUGHOUT THE PROGRAM AS STUDENTS CONDUCT INSTRUCTION. THIS PROGRAM ALSO INTEGRATES MENTORSHIP AMONG VARIOUS EDUCATIONAL LEVELS. THE UNIVERSITY STUDENTS ARE MENTORS TO THE HIGH SCHOOL STUDENTS AS THEY ANSWER QUESTIONS ON COLLEGE LIFE, MAJORS, AND CAREER PLANNING. ONCE THE HIGH SCHOOL STUDENTS COMPLETE THEIR SIX-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 SIX-WEEK SESSIONS, HIGH SCHOOLERS ARE INVITED TO SUBMIT APPLICATIONS TO THE TRAINER PROGRAM. THIS PORTION OF THE PROGRAM INCLUDES A PROFESSIONAL SKILLS WORKSHOP, GROUP INTERVIEWS, DRESS FOR SUCCESS, AND IN-PERSON TRAINING SESSIONS FOR TEAM BUILDING AND LESSON DEVELOPMENT. THE HIGH SCHOOL STUDENTS THEN INSTRUCT A SIMPLIFIED VERSION OF THEIR WELLNESS LESSONS TO JUNIOR HIGH STUDENTS. IN ADDITION TO THEIR LEARNING EXPERIENCE IN THE CLASSROOM, HIGH SCHOOL STUDENTS HAVE THE OPPORTUNITY TO GO ON TOURS WITHIN OUR HOSPITAL AND AT COMMUNITY PARTNER SITES SUCH AS FARMS AND SUPERMARKETS AS A COMPLEMENT TO THE PROGRAM SESSIONS. IN 2018, THE WHEALTH PROGRAM UNDERWENT MANY CHANGES FROM ESTABLISHING BETTER PROGRAM STRUCTURE TO INCREASING PROGRAM PARTICIPATION ON ALL EDUCATIONAL LEVELS. IN THE WINTER (JANUARY - MARCH) A PARTNERSHIP WITH CALIFORNIA STATE UNIVERSITY SAN BERNARDINO WAS ESTABLISHED AND TWO UNDERGRADUATE INTERNS WERE ADDED TO HCI AND THE WHEALTH PROGRAM TEAM. DURING THIS QUARTER, CHAFFEY HIGH SCHOOL WAS ADDED TO OUR PROGRAM IMPLEMENTATION, INTRODUCING A NEW HIGH SCHOOL DISTRICT AS WELL. WITH THIS ADDITION, A TEAM OF THREE INTERNS TAUGHT THREE DIFFERENT CLASSES FOR A TOTAL OF 81 STUDENTS AT CHAFFEY HIGH SCHOOL. IN SPRING QUARTER (MARCH - JUNE), THREE MORE LOMA LINDA GRADUATE INTERNS AND FOUR MORE CAL STATE SAN BERNARDINO UNDERGRADUATE INTERNS JOINED THE TEAM AS TWO STUDENTS COMPLETED THEIR INTERNSHIPS FROM THE PREVIOUS QUARTER. THIS TERM ALSO COMMENCED THE TRAINING FOR THE JUNIOR HIGH COMPONENT OF THE PROGRAM. CHAFFEY HIGH SCHOOL HAD 11 TRAINERS AND UPLAND HIGH SCHOOL HAD 22 TRAINERS TEACHING AT JUNIOR HIGH SCHOOLS WITHIN THEIR DISTRICT OR WITHIN CLOSE PROXIMITY TO THE HIGH SCHOOL. UPLAND HIGH SCHOOL TRAINERS DISSEMINATED THE PROGRAM TO ALL THREE JUNIOR HIGHS WITHIN THE UPLAND UNIFIED SCHOOL DISTRICT: UPLAND JUNIOR HIGH (N=18), PIONEER JUNIOR HIGH (N=42), AND FOOTHILL KNOLLS STEM ACADEMY (APPROXIMATELY 60 STUDENTS) FOR A GRAND TOTAL OF APPROXIMATELY 120 STUDENTS ON THE JUNIOR HIGH LEVEL. CHAFFEY HIGH SCHOOL IS A PART OF CHAFFEY JOINT UNION HIGH SCHOOL DISTRICT, WHICH CONSISTS OF ONLY HIGH SCHOOLS, SO THESE TRAINERS PRESENTED THE CURRICULUM TO 22 STUDENTS AT VINA DANKS MIDDLE SCHOOL, WHICH IS ADJACENT TO THEIR CAMPUS AND PART OF THE ONTARIO-MONTCLAIR SCHOOL DISTRICT. IN APRIL 2018, HCI HOSTED ITS FIRST "CAREER DAY" FOR 100 UPLAND HIGH SCHOOL STUDENTS. THIS ONE-DAY EVENT FEATURED A FIELD TRIP TO SAN ANTONIO REGIONAL HOSPITAL TO TOUR SEVERAL CLINICAL DEPARTMENTS INCLUDING LABORATORY, PATHOLOGY, PHYSICAL THERAPY, AND PHARMACY. THIS EXPERIENCE EXPOSED STUDENTS TO VARIOUS HEALTHCARE CAREERS USING A "SPEED NETWORKING" FORMAT. STUDENTS WERE PLACED AT ROUND TABLES MANNED BY A HEALTH PROFESSIONAL, AND AFTER THE ALLOTTED TIME THE HEALTH PROFESSIONALS SWITCHED TABLES WHICH ALLOWED THE STUDENTS TO MEET EACH OF THE PROFESSIONALS AND LEARN ABOUT THE VARIOUS HEALTH DISCIPLINES AND CAREER PATHWAYS. IN FALL QUARTER (OCTOBER - DECEMBER 20 true San Antonio Hospital Foundation Inc 999 San Bernardino Road Upland CA 91786 330042666 501(C)(3) 113000 Program support American Cancer Society 6355 Riverside Avenue Riverside CA 92506 941170350 501(c)(3) 15000 Program support Meals on Wheels 4792 Falconview Court Fontana CA 92336 952799275 501(c)(3) 55431 Cost Meals provided Program support American Heart Association PO Box 50085 Prescott AZ 86304 135613797 501(c)(3) 10000 Program support 4 Supplemental Information The volunteers and medical staff of San Antonio Regional Hospital (SARH) raise funds to support the hospital. Those funds are donated annually to the San Antonio Hospital Foundation (SAHF), a related 501(c)(3) organization. SARH's CFO is also CFO for SAHF; he is responsible for monitoring all SAHF disbursements. Other organizations are selected to receive cash 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 false true false false false false false false false Peter Aprato 11-111818 Sr VP Admin Serv & Compliance 295813 0 83837 0 20036 0 34335 0 29522 0 463543 0 12049 0 Wah-Chung Hsu Vice President/CFO 397210 0 39313 0 22745 0 36932 0 36978 0 533178 0 21729 0 Harris Koenig President/CEO 646792 0 120945 0 54456 0 82621 0 35441 0 940255 0 54122 0 Gudrun Moll VP/Chief Nursing Officer 300835 0 28683 0 1806 0 35743 0 31982 0 399049 0 27752 0 Cathy Rebman VP Busin Devel & Comm Outreach 201748 0 18183 0 2687 0 2090 0 31486 0 256194 0 0 0 Michael Tracey President-Foundation 243958 0 15786 0 8586 0 30734 0 31982 0 331046 0 5789 0 Saurabh Ashier Manager Cardiovascular Serv 245606 0 0 0 180 0 6193 0 13790 0 265769 0 0 0 Martin Torres Director - Pharmacy 206425 0 0 0 959 0 0 0 6382 0 213766 0 0 0 David Batista 11-51818 VP Strategic Development 320885 0 0 0 372 0 0 0 0 0 321257 0 0 0 Kamal Pandya VP/Chief Information Offier 232228 0 3500 0 1196 0 0 0 0 0 236924 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. THE CEO ACCRUED 12% OF HIS BASE PAY. 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. FIVE MEMBERS OF THE EXECUTIVE MANAGMENT GROUP RECEIVED PAYMENTS AND THESE AMOUNTS ARE SHOWN ON SCH J, PART II. 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 915346GB0 2017-12-21 147137583 See attached statement false false false B CITY OF UPLAND 956000805 915346FH8 2011-01-27 122414361 See attached statement false false false A 0 0 147137583 0 0 120410119 1727464 0 0 0 7574502 17425498 false true false true B 0 0 122414361 0 0 0 1865015 0 0 108139982 12409364 0 2015 true false true true A false false false false 0.00000 0.00000 0.00000 false false false false B false false false false 0.00000 0.00000 0.00000 false false false false A false false false true false false 0 false 0 false false B false false false true false false 0 false 0 false false A false B false Part I CITY OF UPLAND 1/27/2011 $122,414,361 - THE PROCEEDS WERE USED FOR THE CONSTRUCTION OF A 4-STORY PATIENT CARE TOWER, AN ENERGY PLANT AND RELATED SITE UTILITIES AND TO REFUND THE TAX EXEMPT BONDS ISSUED SEPTEMBER 1, 1993. 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, (B) FINANCE THE ACQUISITION OF CERTAIN LAND ADJACENT TO THE HOSPITAL'S CAMPUS, (C) 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, (D) 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, (E) FINANCE, REFINANCE OR REIMBURSE CERTAIN ROUTINE CAPITAL EXPENDITURES OF SARH AND (F) 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 21, 2018. 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 SIX 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 2017. 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 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 $4,153,178, CHANGE IN TEMPORARILY RESTRICTED NET ASSETS OF ($1,196,918) AND CHANGE IN BENEFICIAL INTEREST IN SAN ANTONIO HOSPITAL FOUNDATION OF ($1,094,098). Eastvale San Antonio Land Company LLC 999 San Bernardino Road Upland CA 91786 460783265 Lessor - Land CA 71361 4176815 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 999 San Bernardino Road Upland CA 91786 330010073 Holding company CA SARH C corp 95715 367318 1.00000 true FMP Holding Inc 999 San Bernardino Road Upland CA 91786 815066476 Holding company CA SARH C Corp -26070 -56665 1.00000 true false true true false false false false false true false false false true true false true true false San Antonio Hospital Foundation Inc b 113000 Cash San Antonio Community Health Care Plan r 18358363 Cash San Antonio Hospital Foundation Inc c 1844328 Cash Cucamonga Health Services j 103015 Cash