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San Antonio Regional Hospital

San Antonio Regional Hospital

Upland, CA 917864920
Tax ID95-1183919

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About this organization

Revenue

$368,815,018

Expenses

$376,563,178

Website

sarh.org

Mission

OUR MISSION IS TO IMPROVE THE HEALTH AND WELL-BEING OF THE PEOPLE WE SERVE.

About

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

Interesting data from their 2020 990 filing

The purpose of the non-profit is stated in the filing as “Our mission is to improve the health and well-being of the people we serve.”.

Their activities were defined as: “Our mission is to improve the health and well-being of the people we serve.”.

  • As per legal requirements, the non-profit's state of operation is reported as CA.
  • The non-profit's address in 2020 as per the filing is 999 San Bernardino Road, Upland, CA, 917864920.
  • The form of the non-profit organization shows 2796 employees as of 2020.
  • Operates a hospital.
  • Does not operate a school.
  • Does not collect art.
  • Does not provide credit counseling.
  • Does not have foreign activities.
  • Is not a donor advised fund.
  • Is not a private foundation.
  • Expenses are greater than $1,000,000.
  • Revenue is greater than $1,000,000.
  • Revenue less expenses is -$7,748,160.
  • The compensation policy for the CEO of the organization is established through an impartial evaluation and endorsement.
  • The organization has a written policy that describes how long it will retain documents.
  • The organization has 8 independent voting members.
  • The organization was formed in 1920.
  • The organization has a written policy that addresses conflicts of interest.
  • The organization is required to file Schedule B.
  • The organization is required to file Schedule J.
  • The organization is required to file Schedule O.
  • The organization engages in lobbying activities.
  • The organization pays $199,062,994 in salary, compensation, and benefits to its employees.
  • The organization pays $0 in fundraising expenses.
  • The organization provides Form 990 to its governing body.
  • The organization has minutes of its meetings.
  • The organization has a written whistleblower policy.
  • The organization has grants to organizations.
  • The organization's financial statements were reviewed by an accountant.

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