Community Health Implementation Strategy(CHIS) 2026-2028

Letter From Leadership

To Our Valued San Bernardino and Riverside Community Members,

Loma Linda University Health’s (LLUH) 120-year history is deeply rooted in serving the Inland Empire. From health lectures with the San Bernardino school district in 1907, to medical home visits with Serrano Tribal members in the 1910s, to evening clinics for migrant farm workers in the 1960s that grew into the Social Action Corps (now SAC Health System), service to our community has always been part of our DNA. This commitment reflects our mission “to continue the teaching and healing ministry of Jesus Christ.” We are guided by the words of Paul in Philippians 2:3-4: “Do nothing out of selfish ambition. Rather, in humility, value others above yourself, not looking to your own interests but to the interests of others.” In that spirit, we pledge that every community investment is made with humility, compassion, and in partnership, working together to co-create an Inland Empire where everyone can live a healthier life.

This co-creation process is formalized every three years through our Community Health Needs Assessment (CHNA) and the resulting Community Health Implementation Strategy (CHIS). We are grateful to the more than 1,300 community members across the Inland Empire who generously shared their time, perspectives, and lived experiences to help shape this plan. The FY 2026 -2028 CHIS is built on your input, aligned with regional priorities, and informed by LLUH’s capacity to create meaningful impact. Our four strategic priorities for the next three years are: Meaningful Work and Wealth, Lifelong Learning, Basic Needs for Health and Safety, and a Thriving Natural World.

These priorities reflect your call for expanded educational and workforce opportunities, equitable healthcare access, prevention and early support for underserved children and families, and sustainability measures that build climate resilience. This plan, adopted by our Board of Directors on September 9th, 2025 will be guided by the LLUH Institute for Community Partnerships, with a commitment to remain responsive to emerging needs over the next three years.

At LLUH, our mission extends beyond the nearly 2 million patients who seek our care each year—it embraces the nearly 5 million residents who call the Inland Empire home. Whole person care happens both inside and outside our hospital walls, and we are committed to walking alongside you—our partners, neighbors, and friends—to make the Inland Empire a healthier place to live for all.

Anthony Hilliard, MD, FACC Chief Executive Officer

Executive Summary

Developed in response to the 2025 Community Health Needs Assessment, the Community Health Implementation Strategy reflects Loma Linda University Health’s plan to address the Inland Empire’s most pressing unmet health needs. The assessment gathered input from more than 1,300 unique community voices, with over 30 community-based organizations partnering to reach medically underserved, low-income, and marginalized populations through surveys, community conversations, and key informant interviews.

Guided by the Vital Conditions for Health and Well-Being framework, this plan focuses on “multi-solvers”—programs and investments that create positive impact across multiple areas of well-being.

By aligning community priorities with LLUH’s mission, regional strategies, and organizational strengths, the CHIS directs resources toward initiatives that tackle interconnected challenges and produce lasting improvements in both health and quality of life.

The FY 2026-2028 CHIS focuses on four strategic investment areas:

• Improving economic mobility through educational and workforce opportunities — Expanding access to learning, mentorship, and career pathways in healthcare and beyond.

• Expanding equitable access to care and strengthening systems that connect patients to health, behavioral health, and supportive resources — Increasing service capacity, improving care coordination, and reducing financial barriers.

• Promoting prevention and early support to improve lifelong health for underserved children and families — Advancing food security, early childhood development, and family health education.

• Advancing sustainability to improve health, reduce environmental impact, and strengthen climate resilience — Integrating sustainable practices and fostering environmental stewardship within our system and community.

On behalf of our six hospitals, operating under three separate licenses, LLUH will advance these goals through direct programming, regional partnerships, and targeted investments in nonprofit organizations serving San Bernardino and Riverside Counties. The CHIS will be advanced by the Institute for Community Partnerships to ensure strong coordination, alignment with LLUH’s mission, and accountability for delivering measurable impact in collaboration with community and regional partners.

Goal 1

Improve economic mobility through educational and workforce opportunities.

Anticipated impact: These initiatives will expand pathways to higher-skilled, better-paying careers—particularly in health professions— helping participants advance economically while addressing the region’s critical healthcare workforce shortage.

STRATEGY

STRATEGY

Introduce middle and high school students to careers in health

Vital Conditions

Potential Resources & Partners

Initiatives

65 high school students participate in the summer Discovery health pathway program annually to prepare for college and explore various health professions.

Host 3 My Campus sessions to expose Inland Empire middle and high school students to health professions; reach 180 students annually.

Engage at least 25 high school students annually in Robotic Surgery Simulation events inspiring STEM and health careers.

Develop a campus-wide mentorship program to pair health pathway alumni students with an LLU student mentor from a field of their interest.

LLU Community-Academic Partners in Service, LLUH Pathways Programs, Loma Linda University, School Districts, Inland Health Professions Coalition, LLUH Faculty & Staff, SAC Health, BLU Foundation, La Sierra University, Community Benefit Funding

Support educational and workforce opportunities for youth and adults from under-resourced communities

Vital Conditions

Potential Resources & Partners

Initiatives

Provide 50 scholarships/stipends to at-promise youth in the region annually to support their transition to higher education.

Provide 20 scholarships annually to underserved students pursuing higher education in health-related fields, supported by a minimum of $70,000 in community benefit funding each year, with schools providing matching funds to double the impact.

Facilitate at least 40 academic tutoring and 25 music tutoring sessions for local K-12 students annually through the La Escuelita program.

Invest in workforce development with community-based partners to increase outreach to marginalized and specialty populations and their access to livable wage-paying jobs.

Community Health Investment Awards, Community Benefit Scholarships, Loma Linda University, San Manuel Gateway College, Community-Based Organizations, San Bernardino City Unified School District

Goal 2

Expand equitable access to care and strengthen systems that connect patients to health, behavioral health, and resources.

Anticipated impact: These efforts will reduce delays in care, connect more patients with the right services at the right time, and improve continuity of treatment—leading to better health outcomes and fewer preventable hospital visits

STRATEGY

Expand access to pediatric and emergency behavioral health care through new clinic sites and specialized treatment units

Complete construction and begin operations of new LLU Children’s Hospital outpatient specialty clinics by the end of 2026, increasing access to pediatric subspecialty care for Inland Empire families.

Open new pediatric urgent and primary care clinics in underserved areas.

Open two EmPATH (Emergency Psychiatric Assessment, Treatment, and Healing) units—one pediatric and one adult—by 2026 to improve access to behavioral health services and reduce pressure on emergency departments.

Potential Resources & Partners CA Prop 4 funding, philanthropic support, California Mental Health Services Oversight and Accountability Commission, LLUH behavioral health team

STRATEGY

Identify and address social determinants of health through routine screenings and targeted referrals

STRATEGY

Advance Community Health Worker integration in hospital systems and school districts

Potential Resources & Partners

STRATEGY

The Community Health Worker (CHW) team serves 550 participants annually, providing 1,900 encounters to address health-related social needs and support care coordination.

Integrate CHW workflows into Compass Rose to enable outpatient referrals by December 2026.

Complete CHW buildout in EPIC to enable inpatient referrals and submit documentation for service reimbursement.

Establish a referral pathway from the Emergency Department to CHWs for patients with identified social needs.

Community Health and Education Workers (CHEWs) conduct 3,000 home visits to address the social determinants of health and education for students and families.

Hospital-based CHWs, LLUH Hospital-based violence intervention program, CalAIM Enhanced Care Management, LLUH Social Work, San Bernardino City Unified School District, Chaffey Joint Unified School District

Reduce financial barriers by strengthening access to charity care and supporting public coverage for underserved populations

Leverage SDOH screening data to identify patient needs, strengthen referral pathways, and implement targeted interventions that support improved health outcomes.

Potential Resources & Partners

Expand Help Me Grow Inland Empire to link more children with prevention and early intervention services; increase developmental screenings by 10% (baseline: 7,000/year) and family support engagements by 10% (baseline: 2,400/year).

Internal data, Help Me Grow Inland Empire Program,

Empire Health Plan

Improve charity care access for eligible patients by streamlining application processes and enhancing patient and staff awareness of financial assistance.

Engage in advocacy to ensure Medi-Cal remains a stable source of coverage for populations facing the greatest health disparities. Potential Resources & Partners

LLUH Charity Care Task Force, Dollar For, LLUH Government Relations, American Hospital Association, Children’s Hospital Association, Private Essential Access Community Hospitals (PEACH), California Children’s Hospital Association (CCHA)

Goal 3

Promote prevention and early support to improve lifelong health for underserved children and families.

Anticipated impact: Building on LLUH’s 120-year history of promoting health and well-being, these initiatives will strengthen the foundations for lifelong health by improving nutrition, supporting healthy child development, and increasing family knowledge and skills that help prevent future health challenges.

STRATEGY

Address food insecurity through community gardens, green spaces, and access to affordable healthy food

Vital

Conditions

Potential Resources & Partners

STRATEGY

Initiatives

Incorporate natural play areas, an outdoor kitchen, and seating at the Jardín de la Salud designed with garden members and youth to encourage engagement in educational activities for healthy lifestyles.

Coordinate 20 fresh produce distributions annually to help facilitate healthy food access for Inland Empire families.

Facilitate 25 workshops annually at the Jardín de la Salud, in collaboration with garden members and partners, engaging at least 325 participants to expand community knowledge on gardening, sustainability, and wellness.

Identify and implement at least two strategies to improve food security for patients and/or community members.

Inland Empire Health Plan, Bienestar, Community-based organizations

STRATEGY

Promote healthy development and well-being through education, physical activity, and connection to nature

Vital

Conditions

Potential Resources & Partners

Initiatives

Engage at least 250 local youth in the Goal 4 Health soccer league, with at least 40% coming from under-resourced neighborhoods.

Facilitate 25 parent-informed workshops as part of La Escuelita engaging families in topics including physical health, mental health, and life skills.

Engage at least 200 parents from local school districts in Parent Health Institute (PHI) educational workshops.

Engage 350 participants annually through garden workshops, day trips and overnight trips via the SHiNE Program to green spaces throughout the region to promote physical and mental wellbeing.

LLU Community-Academic Partners in Service, CHEW Program, San Bernardino City Unified School District, California State Parks, Outdoor Outreach

Promote early childhood development and maternal-infant health through literacy-based interventions and community partnerships

Vital Conditions

Potential Resources & Partners

Initiatives

Distribute 20,000 books annually through the Reach Out & Read program to encourage healthy growth and early literacy.

Collaborate with regional partners and coalitions to advance maternal and infant health equity; invest in community-based organizations implementing solutions that improve outcomes for historically underserved populations.

Reach Out & Read, First 5, American Academy of Pediatrics, 15 pediatric clinics, Community Health Investment Awards

STRATEGY

Advance sustainability to improve health, reduce environmental impact, and strengthen climate resilience and adaptation

Anticipated Impact: These efforts will reduce environmental health risks, lower LLUH’s ecological footprint, and enhance resilience to extreme heat, wildfires, utility shutoffs, and other climate-related impacts that threaten community well-being and healthcare operations.

Integrate sustainability into clinical, operational, and purchasing practices

Vital Conditions Initiatives

Potential Resources & Partners

STRATEGY

Implement at least one new high-impact sustainability project annually in areas such as waste reduction, energy efficiency, emissions reduction, water conservation, or sustainable purchasing.

Develop systems to monitor and report on key sustainability data— including energy use, emissions, and waste—by March 2027 to enable better tracking and decision-making.

Submit annual Practice Greenhealth awards application for benchmarking.

LLUH Environmental Sustainability Committee, Practice Greenhealth, community benefit operational support, Geographic Information Systems

Foster a culture of sustainability through education, staff participation, and community engagement

Vital Conditions Initiatives

Potential Resources & Partners

Increase organizational readiness to provide essential medical services and protect community health during environmental emergencies.

Implement at least one staff engagement strategy by June 2027 to increase awareness of sustainability goals and empower action.

Share at least 10 updates annually through internal and external communications to highlight sustainability goals and progress.

Facilitate 24 outdoor recreational activities annually, reaching at least 375 youth and family participants through outdoor leadership education, environmental engagement, and access to nature.

LLUH Environmental Sustainability Committee, Practice Greenhealth

Community Needs Addressed

The 2025 Community Health Needs Assessment identified many health and social challenges across the Inland Empire. LLUH prioritized needs based on their magnitude, alignment with our mission and expertise, potential to reduce disparities, community input, and feasibility for measurable impact. The table shows which needs will be:

•Directly addressed—Led or co-led by LLUH through initiatives in this CHIS.

•Indirectly addressed—Advanced through partnerships, funding, capacity-building, or in-kind support

•Not addressed—Outside LLUH’s current scope or resources, but monitored for future alignment. CHNA

Basic Needs for Health & Safety

Healthcare Workforce

Access to Healthcare

Medi-Cal Access

Maternal & Infant Health

Communicable Disease Prevention

Food Security

Chronic Disease Prevention

Substance Use Treatment

Trauma Prevention

Lifelong Learning

Early Childhood Education

School Attendance

Youth Mental Health

Meaningful Work & Wealth

Economic Stability

Medical Debt Relief

Wealth-Building Opportunities

CHNA

Humane Housing

Affordability Housing

Housing Stability

Reliable Transportation

Transportation to Care

Walkable & Bikeable Neighborhoods

Public Transportation Access

Thriving Natural World

Cleaner Air

Climate Resilience

Protection from Extreme Heat

Access to Nature

Belonging & Civic Muscle

Social Connection

Civic Engagement

*Outside scope and expertise; future consideration

THANK YOU TO OUR CHNA PARTNERS

The 2025 Community Health Needs Assessment acts as our “North Star” in addressing the unmet health needs in our region. We are deeply grateful to all community members and key informants who shared their unique experiences and expertise during this process to support the creation of our implementation strategy. We also wish to thank the following partner organizations for their work in ensuring that a wide range of diverse perspectives were included in our findings:

Institute for Community Partnerships

Juan Carlos Belliard, PhD, MPH

Assistant Vice President | Community Partnerships

Director | Institute for Community Partnerships

Community Benefit

Jasmine Hutchinson, MSPH

Director I Community Benefit

Associate Director | Institute for Community Partnerships

Mark Camarena, MNLM

Fiscal Manager | Community Benefit

Katie Jang Coordinator | Community Benefit

Program Design and Evaluation Unit

Sharelene Gozalians, DrPH

Lead Evaluator

Valeria Rodarte, MPH

Research Associate

Nery Pereira

Administrative Assistant

Community-Academic Partners in Service

Taylor Pope, MPH

Director | Community-Academic Partners in Service

O. Siquem Bustillos, MPH

Program Manager | CommunityAcademic Partners in Service

Miguel Cruz, MPH

Program Coordinator | Jardín de la Salud Community Garden

Evelyn Perez

Program Coordinator | Outdoor Equity

Perla Madera

Program Coordinator | Outdoor Equity

Mark Alvarez Fellow | Outdoor Equity

Community Health Worker Integration

Cristie Granillo, PhD, MEd, MS Manager | School District CHW Integration

Marisol Flores, MSW

Manager | Hospital-Based CHW Integration

Camille Saye Manager | Hospital-Based CHW Integration

Lucia Cloud, RN Coordinator | Hospital-Based CHW Integration

Erica Landin Community Health Worker | VIP

Genesi Ramirez Leon Community Health Worker | VIP

Richard Salazar

Community Health Worker | VIP

Rosa Perez Quintanilla

Community Health Worker | Perinatal

Candy Rangel

Community Health Worker | Perinatal

Janette Bucio

Community Health Worker | ACES

Esmirna Zapata

Community Health Worker | ACES

Mykayla Miller

Community Health Worker | SCC

Aliett Saldana

Community Health Worker | ID Clinic

Duane Fitzpatrick

Community Health Worker | ED

Selina Peña

Community Health Worker | ED

Georgette Rivera-Leon

Community Health Worker | ED

Yanina Chujutalli

Community Health Worker | DTC/DOD

Community Benefit Administrative Council

Dr. Juan Carlos Belliard Director, Institute for Community PartnershipsLoma Linda University Health

Mark Camarena Fiscal Manager, Community Benefit Loma Linda University Health

Dr. Richard Chinnock

Chief Medical Officer and Physician-In-Chief, Loma Linda University Children’s Hospital Board of Trustees Loma Linda University Health

Dr. Silvi Cuizon Director for Health Equity Loma Linda University Health

Stacey Davis Health Equity Program Manager San Bernardino County Department of Public Health

Dr. Willie Davis

Dr. Alex Dubov

Assistant Dean, Associate Professor, Program Director of PharmD Loma Linda University School of Pharmacy

Associate Professor, Division of Interdisciplinary Studies Loma Linda University School of Behavioral Health

Tammy Garcia-Chang Community Affairs Coordinator Mexican Consulate in San Bernardino

Brad Gates Director, Workforce Development DepartmentSan Bernardino County Economic Development Agency

Monica Guerra Community Solutions Technical Assistance LeadU.S. Department of Transportation

Jasmine Hutchinson Director, Community Benefit Loma Linda University Health

George Lamb President/CEO Faith Advisory Council for Community Transformation

Ginger Ontiveros Chief Executive Officer Tomorrow’s Talent

Dr. Bridgette Peteet Professor, Department of Psychology Loma Linda University

Marcelino Serna Parent/Family Community Engagement Project Specialist San Bernardino County Superintendent of Schools

Salomeh Wagaw Epidemiologist Riverside County Public Health

Jodie Wingo Chief Executive Officer

CHAISR-Community Health Association of Inland Southern Region

Loma Linda Board of Trustees

Lisa Beardsley-Hardy, PhD General Conference of SDA

G. Alexander Bryant, DMin North American Division

Francis Chan, MD LLU School of Medicine

Shirley Chang, PhD, RN Retired Nursing Educator

Zeno Charles-Marcel, MD General Conference of SDA

Wilfredo Colón, PhD Rensselaer Polytechnic Institute

Daniel Dawes, JD Meharry Medical College

Paul Douglas, MBA General Conference of SDA

Steven Filler, DDS University of Alabama School of Dentistry

Wayne Harris, MD Emory University School of Medicine

Richard Hart, MD, DrPH LLUH

Paul Herrmann, MD, PhD LLU School of Medicine

Anthony Hilliard, MD LLUH

Erton Köhler, MTh General Conference of SDA

Robert Lemon, MBA General Conference of SDA

Thomas Lemon, MDiv General Conference of SDA

José Loredo, MD, MPH UC San Diego School of Medicine

Robert Martin, MD LLU School of Medicine

Barbara McKinney, MD, MPH Physician Surveyor, Joint Commission

Sheryl Moorhead, MS, BSN, RN AdventHealth

Richard Osborn, PhD Retired Educational Administrator

Ricardo Peverini, MD LLUH

E. Albert Reece, MD, PhD, MBA University of Maryland School of Medicine

Sandra Roberts, DMin Pacific Union Conference of SDA

Herbert Ruckle, MD LLU School of Medicine

Jennifer Sacro, Esq Business attorney

Zareh Sarrafian, MBA Riverside University Health System

Randall Schell, MD, MACM University of Kentucky

Eunmee Shim, MSN, RN Fort Washington Medical Center

Ella Simmons, EdD Retired educator and administrator

Laren Tan, MD LLU Faculty Medical Group

Tamara Thomas, MD LLUMC

Gary Thurber, PhD Mid-America Union of SDA

Rodney Wehtje, MBA, CPA Finance executive/consultant

April Wilson, MD LLU School of Medicine

Ted N.C. Wilson, PhD General Conference of SDA

Loma Linda University Health Leadership

President & CEO

CEO for LLUH Hospitals/Exec VP for Hospital Affairs

CFO for LLUH/Exec VP for Finance

Exec VP for Medical Affairs

COO for LLUH Hospitals & Sr VP for Health Facilities

Sr VP for Children’s Hospitals

Sr VP for Clinical Faculty

Sr VP for Finance, Hospital Operations

Sr VP for East Campus & Surgical Hospital

Sr VP for LLUMC-Murrieta

Sr VP for Clinical Faculty & CFO for LLU Faculty Medical Group

Sr VP for Patient Care Services

Sr VP for Business Development

Vice President for Behavioral Health Services

Vice President for LLUMC Operations

VP of Government Affairs

VP of Finance Clinical Faculty

Vice President for Campus Development

VP for Clinical Faculty Administration

Chief Information Officer for LLUMC

Chief Compliance & Privacy Officer

Chief Medical Officer for LLUCH

Chief of Medical Operations

Chief Nursing Officer for LLUCH

Vice President for Payor Contracting

Richard H. Hart, MD, DrPH

Anthony Hilliard, MD, FACC

Angela M. Lalas, MBA, CPA

Tamara L. Thomas, MD

Lyndon C. Edwards, MBA, MHS

Peter Baker, JD, MBA

Ricardo L. Peverini, MD

Alan Soderblom, MBA

Darryl VandenBosch, CPA

Jonathan Jean-Marie, MHA

Robert Martin, MD LLUH

Helen Staples-Evans, DNP, MS

Daryl L. “Rusty” Oft, MBA

Edward L. Field, MBA

Sara Matus, JD, MBA

Shandra Secor, MBA

Stella Kim

Eric N. Schilt, MBA

Barbara Sharp

Mark Zirkelbach, MS

Tonya Okon-Johnson, JD

Richard Chinnock, MD

Adrian Cotton, MD

Sherry Nolfe, DNP, MS

Kevin J. Lang, MBA

Chief Nursing Officer for LLUMC-Murrieta Denise Robinson, DNP

Chief of Quality & Patient Safety Ihab Dorotta, MD

Sr VP for Advancement Rachelle B. Bussell, MA

Sr VP for Risk Management & Human Resource Management Mark L. Hubbard

Vice President for Risk Management Raul Castillo, MBA

Vice President for Graduate Medical Education Daniel W. Giang, MD

Vice President for Revenue Cycle Lucas Secor, MBA, CPA

Vice President for Finance Llewellyn L. Mowery, MS, CPA

Vice President for Finance, FP&A and LLUSS Emily Ndlela, MBA, CPA

Vice President for Institutes Mark E. Reeves, MD, PhD

Vice President for Spiritual Life and Mission Randall L. Roberts, DMin

Vice President for Research Affairs Travis Losey, MD

Corporate Secretary Myrna L. Hanna, MA

Assistant Secretary Orlando L. Huggins

Assistant Secretary Whitney P. Henderson, MBA

Exec VP, University Affairs/Provost Ronald Carter, PhD

Vice President for Student Experience Karl M. Haffner, PhD

Dean, School of Nursing Shawn Collins, DNP, PhD

Dean, School of Behavioral Health Beverly J. Buckles, DSW

Dean, School of Dentistry Robert Handysides, DDS

Interim Dean, School of Pharmacy Kyle Sousa, PhD

Dean, School of Allied Health Professions Craig R. Jackson, JD, MSW

Dean, School of Public Health Adam Arechiga, PsyD, DrPH

Dean, School of Religion Leo S. Ranzolin, Jr., ThD

Vice President & Chief Information Officer David P. Harris, PhD

Sr VP for Financial Affairs

Rodney D. Neal, MBA