Arrowhead Regional Medical Center (ARMC), located at 400 North Pepper Avenue in Colton, CA, is a leading 456-bed university-affiliated teaching hospital. As a Level I Trauma Center and Comprehensive Stroke Center, ARMC is dedicated to providing high-quality, compassionate care to the diverse San Bernardino County community. With state-of-the-art facilities, including the Edward G. Hirschman Regional Burn Center, and over 40 outpatient specialty services, ARMC is committed to improving the health of the region through innovation, education, and wellness programs. ARMC also serves as the primary teaching hospital for the California University of Science and Medicine (CUSM) and has been delivering exceptional healthcare services to the community for 25 years, earning numerous awards and recognitions.
| Hospital Name | Arrowhead Regional Medical Center |
|---|---|
| Facility ID | 050245 |
| Address | 400 NORTH PEPPER AVENUE |
|---|---|
| City/Town | Colton |
| State | CA |
| ZIP Code | 92324 |
| County/Parish | SAN BERNARDINO |
| Health System | Independent |
|---|---|
| Health System Website Domain | sbcounty.gov |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 1 |
|---|---|
| Health System Total Beds | 456 |
| Health System Hospital Locations | California |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Government - Local |
| Ownership Details | San Bernardino County |
| Emergency Services | Yes |
Andrew Goldfrach, FACHE, became chief executive officer of Arrowhead Regional Medical Center (ARMC) on June 1, previously serving as ARMC's chief operating officer since March 2020. [5, 6, 7] He is a respected health-care industry expert with extensive experience in strategic planning, financial management and operational efficiencies. [6] Under his leadership as COO, ARMC became accredited as a comprehensive stroke center, launched a neuroscience critical care service, and created innovative programs in cardiothoracic surgery and minimally invasive robotic surgery. [5, 7] Goldfrach holds a master's in health administration from Washington University School of Medicine and is board certified in health care management by the American College of Healthcare Executives. [5, 7, 36] Prior to joining ARMC, he was chief executive officer of University Hospitals Avon Rehabilitation Hospital in Ohio. [5, 7, 36] He also served as the county's interim public health director during the COVID-19 pandemic. [7, 36] As part of his role, he also serves on the boards of the California Association of Public Hospitals and Health Systems and the California University of Science and Medicine. [5, 7, 36]
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Dr. John H. Brill came to ARMC with extensive experience and expertise as a physician and healthcare leader. He obtained his B.S. from Manchester University and his M.D. from the Ohio State University College of Medicine, followed by a residency in internal medicine at Rush University Medical Center and Rush Medical College. [27] He spent 27 years working at Rush as a primary care physician, an assistant professor of medicine, and in numerous leadership roles, including chief medical information officer, associate vice president, associate chief information officer, acting chief information officer, and medical director of information services. [27] He is currently a licensed physician and surgeon in Illinois and a member of several professional organizations. [27]
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M. Carina Menjivar, DNP, MBA, RN, NEA-BC, CPHQ, LSSGB is a highly accomplished nurse executive with over 20 years of nursing experience. [31] She holds a Doctor of Nursing Practice (DNP) from UCLA, and an MBA and MSN from Liberty University. [31] She has held multiple leadership roles in hospital administration, quality management, emergency-trauma nursing, and as a regulatory surveyor. [31] She is certified in Nurse Executive Advanced (NEA-BC), Healthcare Quality (CPHQ), and Lean Six Sigma Green Belt (LSSGB). [31] She also serves as the current Chapter President for the Inland Empire Chapter of the Association of California Nurse Leaders (ACNL). [31, 43]
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| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | Yes |
| Other Residency Programs | Yes |
| Pediatric Residency Program | No |
| Licensed Beds | 456 |
|---|
| FTE Employees on Payroll | 3249.62 |
|---|---|
| FTE Interns & Residents | 228.14 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 8683 |
| Inpatient Days (Title XIX) | 15919 |
| Total Inpatient Days | 114487 |
| Bed Count | 366 |
| Available Bed Days | 133590 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 1233 |
| Discharges (Title XIX) | 2678 |
| Total Discharges | 18051 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 7221 |
| Inpatient Days (Title XIX; Adults & Peds) | 10341 |
| Total Inpatient Days (Adults & Peds) | 90284 |
| Bed Count (Adults & Peds) | 274 |
| Available Bed Days (Adults & Peds) | 100010 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 1233 |
| Discharges (Title XIX; Adults & Peds) | 2678 |
| Total Discharges (Adults & Peds) | 18051 |
| Care Quality Stengths | The hospital is average in every measured mortality rate |
|---|---|
| Care Quality Concerns | Low overall patient satisfaction. Patients report that the care team can be slow at times in meeting their needs. Patients report challenges the cleanliness of the hospital. Hospital has an long ER wait time. It takes on average over 3 hours for patients to be seen and treated |
| Nurse Communication – Star Rating | |
|---|---|
| Doctor Communication – Star Rating | |
| Staff Responsiveness – Star Rating | |
| Communication About Medicines – Star Rating | |
| Discharge Information – Star Rating | |
| Care Transition – Star Rating | |
| Cleanliness – Star Rating | |
| Quietness – Star Rating | |
| Overall Hospital Rating – Star Rating | |
| Recommend Hospital – Star Rating |
| Percent of Patients Who Definitely Recommend the Hospital | 65% |
|---|
| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | |
|---|---|
| Mortality Group – Death Rate for Heart Attack Patients | |
| Mortality Group – Death Rate for CABG Surgery Patients | |
| Mortality Group – Death Rate for COPD Patients | |
| Mortality Group – Death Rate for Heart Failure Patients | No Different Than National Average |
| Mortality Group – Death Rate for Pneumonia Patients | No Different Than National Average |
| Mortality Group – Death Rate for Stroke Patients | No Different Than National Average |
| Mortality Group – Pressure Ulcer Rate | No Different Than National Average |
| Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications | |
| Mortality Group – Iatrogenic Pneumothorax Rate | No Different Than National Average |
| Mortality Group – In-Hospital Fall with Hip Fracture Rate | |
| Mortality Group – Postoperative Hemorrhage or Hematoma Rate | No Different Than National Average |
| Mortality Group – Postoperative Acute Kidney Injury Requiring Dialysis Rate | No Different Than National Average |
| Mortality Group – Postoperative Respiratory Failure Rate | No Different Than National Average |
| Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate | No Different Than National Average |
| Mortality Group – Postoperative Sepsis Rate | No Different Than National Average |
| Mortality Group – Postoperative Wound Dehiscence Rate | No Different Than National Average |
| Mortality Group – Abdominopelvic Accidental Puncture or Laceration Rate | No Different Than National Average |
| Mortality Group – CMS Medicare PSI 90: Patient Safety and Adverse Events Composite | No Different Than National Average |
| Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 204 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 0.1 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 7 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 13.8 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 10.2 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 6.1 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 1.4 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | Not Available |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | Not Available |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 19.8 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.8 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 15.6 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Number of Cases Too Small |
| Readmission Group Hospital Return Days for Heart Failure Patients | Average Days per 100 Discharges |
| Readmission Group Hospital Return Days for Pneumonia Patients | Average Days per 100 Discharges |
| Readmission Group Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | No Different Than the National Rate |
| Readmission Group Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | No Different Than the National Rate |
| Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | No Different Than the National Rate |
| Readmission Group Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | No Different than expected |
| Readmission Group Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | Number of Cases Too Small |
| Readmission Group Rate of Readmission for CABG | Number of Cases Too Small |
| Readmission Group Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | Number of Cases Too Small |
| Readmission Group Heart Failure (HF) 30-Day Readmission Rate | No Different Than the National Rate |
| Readmission Group Rate of Readmission After Hip/Knee Replacement | Number of Cases Too Small |
| Readmission Group Rate of Readmission After Discharge From Hospital (Hospital-Wide) | No Different Than the National Rate |
| Readmission Group Pneumonia (PN) 30-Day Readmission Rate | No Different Than the National Rate |
| CLABSI SIR (Standardized Infection Ratio) | NA |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | NA |
| SSI SIR (Standardized Infection Ratio) | NA |
| CDI SIR (Standardized Infection Ratio) | NA |
| MRSA SIR (Standardized Infection Ratio) | NA |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $32,934 |
|---|---|
| Bad Debt Expense | $53,350 |
| Uncompensated Care Cost | $45,865 |
| Total Uncompensated Care | $110,311 |
| Total Salaries | $302,657 |
|---|---|
| Overhead Expenses (Non-Salary) | $636,757 |
| Depreciation Expense | $27,365 |
| Total Operating Costs | $691,446 |
| Inpatient Charges | $1,911,417 |
|---|---|
| Outpatient Charges | $967,799 |
| Total Patient Charges | $2,879,217 |
| Core Wage Costs | $98,395 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $302,657 |
| Contract Labor (Patient Care) | $80,586 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) | $2,905 |
| Cash & Bank Balances | $320,605 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $434,848 |
| Allowance for Doubtful Accounts | $-412,375 |
| Inventory | $10,788 |
| Prepaid Expenses | $5,198 |
| Other Current Assets | |
| Total Current Assets | $507,756 |
| Land Value | $22,074 |
|---|---|
| Land Improvements Value | $3,553 |
| Building Value | $629,247 |
| Leasehold Improvements | |
| Fixed Equipment Value | $32,157 |
| Major Movable Equipment | $84,486 |
| Minor Depreciable Equipment | |
| Health IT Assets | $29,686 |
| Total Fixed Assets | $341,875 |
| Long-Term Investments | |
|---|---|
| Other Assets | $142,639 |
| Total Other Assets | $142,639 |
| Total Assets | $992,270 |
| Accounts Payable | $10,651 |
|---|---|
| Salaries & Wages Payable | $50,915 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $56,072 |
| Total Current Liabilities | $184,936 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $181,139 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $241,299 |
| Total Long-Term Liabilities | $422,438 |
| Total Liabilities | $607,375 |
| General Fund Balance | $384,896 |
|---|---|
| Total Fund Balances | $384,896 |
| Total Liabilities & Equity | $992,270 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $3,997 |
| DRG (Post-Oct 1) | $12,810 |
| Outlier Payments | |
| DSH Adjustment | $2,080 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $25,506 |
| Total IME Payments | $3,005 |
| Inpatient Revenue | $1,917,799 |
|---|---|
| Outpatient Revenue | $977,496 |
| Total Patient Revenue | $2,895,295 |
| Contractual Allowances & Discounts | $2,488,932 |
| Net Patient Revenue | $406,363 |
| Total Operating Expenses | $939,415 |
| Net Service Income | $-533,051 |
| Other Income | $574,973 |
| Total Income | $41,922 |
| Other Expenses | |
| Net Income | $41,922 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $387,020 |
| Medicaid Charges | $1,879,927 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Oracle |
|---|---|
| ERP Version | Fusion 10 |
| EHR is Changing | No |