Dignity Health - St. Bernardine Medical Center, located at 2101 N Waterman Ave in San Bernardino, CA, is a 342-bed non-profit acute care hospital founded in 1931. We provide advanced services and the latest technology, ensuring compassionate, quality care for the community, from family care to cardiac surgery. As a regional leader in cardiac care through our Inland Empire Heart & Vascular Institute, we offer specialized services, including complex coronary PCI, TAVR, and full-scale cardiothoracic surgery. St. Bernardine Medical Center is recognized as a Center of Excellence in Robotic Surgery, utilizing the da Vinci Surgical System for various procedures and focusing on the whole patient: body, mind, and spirit. Our commitment extends to community health through varied programs and services aimed at improving the long-term well-being of the Inland Empire.
| Hospital Name | Dignity Health - St. Bernardine Medical Center |
|---|---|
| Facility ID | 050129 |
| Address | 2101 N WATERMAN AVE |
|---|---|
| City/Town | San Bernardino |
| State | CA |
| ZIP Code | 92404 |
| County/Parish | SAN BERNARDINO |
| Health System | CommonSpirit Health |
|---|---|
| Health System Website Domain | commonspirit.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 106 |
|---|---|
| Health System Total Beds | 17364 |
| Health System Hospital Locations | Arkansas, Arizona, California, Colorado, Georgia, Iowa, Kansas, Kentucky, Louisiana, Minnesota, North Dakota, Nebraska, Nevada, Ohio, Oregon, Tennessee, Texas and Utah |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | CommonSpirit Health |
| Emergency Services | Yes |
A seasoned health care executive with a diverse background in hospital administration. Prior to St. Bernardine Medical Center, served as administrator and chief operating officer for Providence Holy Cross Medical Center. Also served as chief operating officer for Daughters of Charity, St. Vincent Medical Center. Holds an MBA from the University of Redlands and a BS in Business Administration from California State University, Bakersfield. A graduate of the Catholic Healthcare Ministry Leadership Program. Has longstanding ties to the Inland Empire and to SBMC, having previously led support services for SBMC early in his career.
Joined the SBMC leadership team effective August 7, 2023. Has several years of experience in healthcare senior leadership and is also a Volunteer Assistant Professor at David Geffen School of Medicine at UCLA. Most recently served as the Chief Medical Officer at Providence St. Mary Medical Center in Apple Valley. Previously served as St. Bernardine's Physician Advisor for utilization management and care coordination. Holds a Medical Degree, a Master's Degree in Business Administration, Certification in HealthCare Quality and Management (CHCQM), and is Board Certified in Internal Medicine and Sleep Medicine.
Named the new Chief Nursing Officer effective April 14, 2025. Has been serving as the Interim CNO since January 2025. Joined SBMC as a graduate registered nurse in June 2006 and has served in a variety of roles, including staff nurse, educator, manager of oncology, director of medical-surgical services, and senior director of med/surg and telemetry. Holds a Master of Science in Nursing with an emphasis in leadership in health care systems from Grand Canyon University and a Master of Business Administration with a focus on organizational leadership from the University of Arizona Global Campus.
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | Yes |
| Pediatric Residency Program | No |
| Licensed Beds | 291 |
|---|
| FTE Employees on Payroll | 1410.26 |
|---|---|
| FTE Interns & Residents | 72.32 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 11256 |
| Inpatient Days (Title XIX) | 8650 |
| Total Inpatient Days | 73309 |
| Bed Count | 328 |
| Available Bed Days | 115340 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 1848 |
| Discharges (Title XIX) | 974 |
| Total Discharges | 14615 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 9830 |
| Inpatient Days (Title XIX; Adults & Peds) | 6761 |
| Total Inpatient Days (Adults & Peds) | 60702 |
| Bed Count (Adults & Peds) | 261 |
| Available Bed Days (Adults & Peds) | 94535 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 1848 |
| Discharges (Title XIX; Adults & Peds) | 974 |
| Total Discharges (Adults & Peds) | 14615 |
| Care Quality Stengths | Average overall patient satisfaction. The hospital is average in every measured mortality rate Hospital has an average ER wait time. Patients are seen and treated on average in 2-3 hours. Hospital does a good job at treating conditions like heart attacks so that patients don't have to come back to the hospital. |
|---|---|
| Care Quality Concerns | Patients report that the care team can be slow at times in meeting their needs. |
| 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 | 69% |
|---|
| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | |
|---|---|
| Mortality Group – Death Rate for Heart Attack Patients | No Different Than National Average |
| Mortality Group – Death Rate for CABG Surgery Patients | No Different Than National Average |
| Mortality Group – Death Rate for COPD Patients | No Different Than National Average |
| 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 | No Different Than National Average |
| 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) | 175 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | -24.4 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -0.1 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 24.2 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | Not Available |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | Not Available |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | Not Available |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 1.2 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 14.1 |
| Readmission Score Rate of Readmission for CABG | 10.5 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 19.5 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 21.8 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 15.4 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 15.4 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Fewer Days Than Average per 100 Discharges |
| 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) | Not Available |
| Readmission Group Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | Number of Cases Too Small |
| Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | Number of Cases Too Small |
| 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 | No Different Than the National Rate |
| Readmission Group Rate of Readmission for CABG | No Different Than the National Rate |
| Readmission Group Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | No Different Than the National Rate |
| 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 | $5,432 |
|---|---|
| Bad Debt Expense | $9,526 |
| Uncompensated Care Cost | $7,021 |
| Total Uncompensated Care | $7,380 |
| Total Salaries | $162,193 |
|---|---|
| Overhead Expenses (Non-Salary) | $309,792 |
| Depreciation Expense | $14,103 |
| Total Operating Costs | $347,723 |
| Inpatient Charges | $1,578,681 |
|---|---|
| Outpatient Charges | $703,703 |
| Total Patient Charges | $2,282,384 |
| Core Wage Costs | $46,070 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $162,193 |
| Contract Labor (Patient Care) | $15,775 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) | $52 |
| Cash & Bank Balances | $-20,635 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $332,950 |
| Allowance for Doubtful Accounts | $-285,696 |
| Inventory | $9,450 |
| Prepaid Expenses | $617 |
| Other Current Assets | |
| Total Current Assets | $105,297 |
| Land Value | $6,940 |
|---|---|
| Land Improvements Value | $1,622 |
| Building Value | $65,432 |
| Leasehold Improvements | $102 |
| Fixed Equipment Value | $12 |
| Major Movable Equipment | $29,654 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $68,533 |
| Long-Term Investments | $17,030 |
|---|---|
| Other Assets | $100,115 |
| Total Other Assets | $117,145 |
| Total Assets | $290,976 |
| Accounts Payable | $9,245 |
|---|---|
| Salaries & Wages Payable | $16,915 |
| Payroll Taxes Payable | $226 |
| Short-Term Debt | |
| Deferred Revenue | $8,670 |
| Other Current Liabilities | $31,921 |
| Total Current Liabilities | $62,780 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $599,371 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $15,590 |
| Total Long-Term Liabilities | $614,962 |
| Total Liabilities | $677,742 |
| General Fund Balance | $-386,766 |
|---|---|
| Total Fund Balances | $-386,766 |
| Total Liabilities & Equity | $290,976 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $5,928 |
| DRG (Post-Oct 1) | $20,138 |
| Outlier Payments | |
| DSH Adjustment | $2,373 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $55,388 |
| Total IME Payments | $2,701 |
| Inpatient Revenue | $1,592,647 |
|---|---|
| Outpatient Revenue | $689,737 |
| Total Patient Revenue | $2,282,384 |
| Contractual Allowances & Discounts | $1,839,656 |
| Net Patient Revenue | $442,727 |
| Total Operating Expenses | $471,986 |
| Net Service Income | $-29,258 |
| Other Income | $14,710 |
| Total Income | $-14,548 |
| Other Expenses | |
| Net Income | $-14,548 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $114,220 |
| Medicaid Charges | $976,232 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |