Cozad Community Hospital, located at 300 East 12th Street in Cozad, NE, is committed to providing exceptional healthcare services to our community. As a comprehensive health system, we offer a range of services, including 24-hour emergency care, inpatient and outpatient services, home health and hospice care, and physical therapy. Our state-of-the-art facility features advanced imaging services such as MRI, CT scans, and nuclear medicine, along with a dedicated laboratory providing round-the-clock support. With a focus on compassionate, patient-centered care, our dedicated team of healthcare professionals is here to partner with you on your wellness journey, ensuring you receive exceptional medical attention close to home. We also operate an active outpatient specialty clinic and medical clinic, delivering quality care for families.
| Hospital Name | Cozad Community Hospital |
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| Facility ID | 281327 |
| Address | P O BOX 108, 300 EAST 12TH ST |
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| City/Town | Cozad |
| State | NE |
| ZIP Code | 69130 |
| County/Parish | DAWSON |
| Health System | Independent |
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| Health System Website Domain | cozadhealthcare.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 1 |
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| Health System Total Beds | 21 |
| Health System Hospital Locations | Nebraska |
| Hospital Type | Critical Access Hospitals |
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| Hospital Ownership | Government - Hospital District or Authority |
| Ownership Details | Governmental hospital district |
| Emergency Services | Yes |
Doctor of Physical Therapy, 2005, University of Nebraska Medical Center; Master of Physical Therapy, 2001, University of Nebraska Medical Center; Bachelor of Chemical Sciences, 1998, Wayne State College. Certified Rural Hospital CEO, National Rural Health Association, 2025; Licensed Physical Therapist NE #2033; Board Certified Orthopeadic Clinical Specialist (OCS), 2013; Board Certified Wound Care Specialist (WCC), 2014; Functional Dry Needling, FDN Level 1, 2017; Advanced Credentialed Clinical Instructor, 2016. Has been the Chief Executive Officer of Cozad Community Health System since 2022. Prior to serving as CEO he was the Executive Director of Outpatient Services (2017) and the director of the physical therapy department for Cozad Community Hospital since 2005.
Bachelor of Science in Healthcare Management, Bellevue University
Masters Business Administration, Grand Canyon University
Over 30 years of experience in medicine. Accepted a part-time position as Chief Medical Officer at Cozad Community Health System in 2022 while continuing his full-time family medicine practice. Actively serves on several committees, working to ensure provider perspectives are heard and serving as a key liaison between medical staff and administration.
Started her career in Accounts Receivable in 1997 and advanced to the roles of Business Office Manager, Finance Director, and now serves as the Chief Financial Officer.
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 21 |
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| FTE Employees on Payroll | 147.8 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 800 |
| Inpatient Days (Title XIX) | 36 |
| Total Inpatient Days | 1156 |
| Bed Count | 20 |
| Available Bed Days | 7300 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 134 |
| Discharges (Title XIX) | 10 |
| Total Discharges | 180 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 480 |
| Inpatient Days (Title XIX; Adults & Peds) | 36 |
| Total Inpatient Days (Adults & Peds) | 716 |
| Bed Count (Adults & Peds) | 20 |
| Available Bed Days (Adults & Peds) | 7300 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 134 |
| Discharges (Title XIX; Adults & Peds) | 10 |
| Total Discharges (Adults & Peds) | 180 |
| Care Quality Stengths | 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 pneumonia so that patients don't have to come back to the hospital. |
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| Care Quality Concerns | NA |
| Nurse Communication – Star Rating | |
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| 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 | 79% |
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| 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 | |
| Mortality Group – Death Rate for Pneumonia Patients | No Different Than National Average |
| Mortality Group – Death Rate for Stroke Patients | |
| Mortality Group – Pressure Ulcer Rate | |
| Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications | |
| Mortality Group – Iatrogenic Pneumothorax Rate | |
| Mortality Group – In-Hospital Fall with Hip Fracture Rate | |
| Mortality Group – Postoperative Hemorrhage or Hematoma Rate | |
| Mortality Group – Postoperative Acute Kidney Injury Requiring Dialysis Rate | |
| Mortality Group – Postoperative Respiratory Failure Rate | |
| Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate | |
| Mortality Group – Postoperative Sepsis Rate | |
| Mortality Group – Postoperative Wound Dehiscence Rate | |
| Mortality Group – Abdominopelvic Accidental Puncture or Laceration Rate | |
| Mortality Group – CMS Medicare PSI 90: Patient Safety and Adverse Events Composite |
| Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 120 |
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| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
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| Readmission Score Hospital Return Days for Heart Failure Patients | Not Available |
| Readmission Score Hospital Return Days for Pneumonia Patients | -30.6 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.8 |
| 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 | Not Available |
| 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 | Not Available |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.1 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Not Available |
| Readmission Group Hospital Return Days for Heart Failure Patients | Number of Cases Too Small |
| Readmission Group Hospital Return Days for Pneumonia Patients | Fewer Days Than Average 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 | 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 | Number of cases too small |
| Readmission Group Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | Not Available |
| Readmission Group Rate of Readmission for CABG | Not Available |
| 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 | Number of Cases Too Small |
| Readmission Group Rate of Readmission After Hip/Knee Replacement | Not Available |
| 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 | May 01, 2022 |
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| Fiscal Year End | Apr 30, 2023 |
| Charity Care Cost | $25 |
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| Bad Debt Expense | $959 |
| Uncompensated Care Cost | $689 |
| Total Uncompensated Care | $689 |
| Total Salaries | $10,454 |
|---|---|
| Overhead Expenses (Non-Salary) | $12,789 |
| Depreciation Expense | $924 |
| Total Operating Costs | $18,706 |
| Inpatient Charges | $3,611 |
|---|---|
| Outpatient Charges | $23,419 |
| Total Patient Charges | $27,030 |
| Core Wage Costs | |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | |
| Contract Labor (Patient Care) | |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $2,634 |
|---|---|
| Short-Term Investments | $708 |
| Notes Receivable | |
| Accounts Receivable | $3,879 |
| Allowance for Doubtful Accounts | $-1,126 |
| Inventory | $404 |
| Prepaid Expenses | $216 |
| Other Current Assets | $157 |
| Total Current Assets | $7,442 |
| Land Value | $301 |
|---|---|
| Land Improvements Value | $885 |
| Building Value | $26,627 |
| Leasehold Improvements | |
| Fixed Equipment Value | |
| Major Movable Equipment | $9,875 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $17,758 |
| Long-Term Investments | $1,182 |
|---|---|
| Other Assets | |
| Total Other Assets | $1,182 |
| Total Assets | $26,381 |
| Accounts Payable | $688 |
|---|---|
| Salaries & Wages Payable | $997 |
| Payroll Taxes Payable | |
| Short-Term Debt | $406 |
| Deferred Revenue | |
| Other Current Liabilities | $55 |
| Total Current Liabilities | $2,146 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $3,331 |
| Unsecured Loans | |
| Other Long-Term Liabilities | |
| Total Long-Term Liabilities | $3,331 |
| Total Liabilities | $5,477 |
| General Fund Balance | $20,904 |
|---|---|
| Total Fund Balances | $20,904 |
| Total Liabilities & Equity | $26,381 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | |
| DRG (Post-Oct 1) | |
| Outlier Payments | |
| DSH Adjustment | |
| Eligible DSH % | |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $3,615 |
|---|---|
| Outpatient Revenue | $23,931 |
| Total Patient Revenue | $27,546 |
| Contractual Allowances & Discounts | $8,285 |
| Net Patient Revenue | $19,260 |
| Total Operating Expenses | $23,242 |
| Net Service Income | $-3,982 |
| Other Income | $3,887 |
| Total Income | $-95 |
| Other Expenses | |
| Net Income | $-95 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $1,578 |
| Medicaid Charges | $2,264 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | TruBridge Thrive EHR |
|---|---|
| EHR Version | TruBridge Thrive EHR |
| EHR is Changing | No |
| ERP | Community HIS Solution |
|---|---|
| ERP Version | NA |
| EHR is Changing | NA |