John Chapman, President and CEO, San Antonio Regional Hospital

John Chapman: In California, hospitals operate within various frameworks—they may belong to larger systems as for-profit or not-for-profit entities. There are also independent hospitals, such as ours, which can similarly operate as either for-profit or not-for-profit organizations.

San Antonio Regional Hospital is an independent, nonprofit institution, governed by a board of trustees who represent the community we serve. Our mission is to promote the health and well-being of our local population, tailoring our services to address their unique needs.

John Chapman: Our success stems from several key factors.

Firstly, a deep understanding of the diverse needs within our community has been instrumental. Health challenges vary significantly from one area to another; for instance, some regions may experience higher rates of heart disease, while others face increased cancer cases. Rather than adopting a universal approach, we conduct detailed assessments to identify specific needs and implement targeted solutions.

A notable example is our response to the high cancer incidence in San Bernardino County. Recognizing the gap in local services, we partnered with City of Hope, a nationally renowned cancer center, to establish a 400,000-square-foot facility. This collaboration enables our community to access world-class cancer care locally, eliminating the need for long-distance travel.

Secondly, we have consistently invested in developing high-performing internal programs. Our cardiac care program, for instance, has been recognized among the top 50 in the nation for three consecutive years—a testament to our exceptional physicians, state-of-the-art technology, and unwavering commitment to patient care.

Additionally, we’ve implemented initiatives to reduce readmission rates and enhance recovery for discharged patients. These include providing up to three weeks of medications and durable medical equipment to ensure they have the resources needed to recover successfully.

John Chapman: Our services are designed to address the most pressing healthcare needs of our community, not only in Upland but also across neighboring cities.

Our cardiac care program stands out, having received numerous national accolades, including recognition from Healthgrades. In women’s health, we earned six awards this year alone, reflecting excellence in orthopedics, stroke care, heart care, cancer care, and beyond.

Additionally, we are leaders in specialized areas such as kidney failure treatment and cardiovascular surgery. Investments in advanced technologies, including Da Vinci surgical robots, have enhanced our capabilities in precision surgeries, from joint replacements to minimally invasive cancer and gynecological procedures.

John Chapman: Our recruitment and retention strategies are multifaceted.

Firstly, we have established an academic residency program in internal medicine, with plans to expand into family medicine. This initiative allows us to train and retain skilled providers within our community.

Secondly, we emphasize competitive compensation and fostering meaningful connections with the community. Our strong market presence and favorable insurance contracts further solidify our appeal to top-tier healthcare professionals.

John Chapman: Collaboration is critical because no single hospital can meet every healthcare need comprehensively. While we excel in areas such as cardiac care and orthopedics, we partner with institutions like Cedars-Sinai for highly specialized services, including advanced heart failure treatment.

Behavioral health is another priority area, particularly in the wake of the pandemic. Additionally, we are advancing geriatric care through our forthcoming Center of Aging, which will integrate primary care, specialty services, diagnostics, and therapies under one roof for the senior population.

John Chapman: Our vision includes several strategic initiatives. Within the next year, we aim to complete the Center of Aging, expand our maternity services, and further develop our residency program to address the regional shortage of primary care physicians.

We are also opening new urgent care centers staffed by emergency room physicians to enhance access to high-quality care. These projects reflect our commitment to addressing community needs while ensuring long-term financial sustainability.

Heather Raymond (VP Marketing & Communications): We’ve revamped our website and expanded our social media presence to better engage with the community, offering educational content and resources. Features like our “Meet the Doctors” video series and podcasts foster stronger connections between patients and our physicians while improving access to vital health information.