Chadron Community Hospital and Health Services, located in Chadron, Nebraska, is your trusted healthcare provider in the Panhandle region. We are a critical access hospital offering comprehensive medical and surgical care, obstetrics and newborn services, 24/7 emergency care, and rehabilitation services. Our mission is to provide and support healthcare and community service programs of excellence. With a wide range of visiting specialists, we bring specialized care closer to home.
| Hospital Name | Chadron Community Hospital and Health Services |
|---|---|
| Facility ID | 281341 |
| Address | 825 CENTENNIAL DRIVE |
|---|---|
| City/Town | Chadron |
| State | NE |
| ZIP Code | 69337 |
| County/Parish | DAWES |
| Health System | Independent |
|---|---|
| Health System Website Domain | chadronhospital.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 1 |
|---|---|
| Health System Total Beds | 25 |
| Health System Hospital Locations | Nebraska |
| Hospital Type | Critical Access Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Independent |
| Emergency Services | Yes |
Chadron Community Hospital & Health Services is proud to announce the appointment of Jonathan (Jon) Reiners as Chief Executive Officer. Reiners will officially assume the role on January 6, 2025, bringing a wealth of experience and a deep commitment to rural healthcare and community engagement. A Nebraska native, Reiners began his career in healthcare in 2007, serving as the Director of Materials Management at Community Hospital in McCook, NE. He later transitioned to the role of Director of Strategy, where he spearheaded numerous successful initiatives, including operational improvements, cost reductions, and multiple construction projects. Reiners is an active leader in professional healthcare organizations, including Rocky Mountain Performance Excellence, where he has served as both an examiner and board member. He is also a Senior Member of the American Society for Quality, holding a Certified Six Sigma Black Belt, and a member of the American College of Healthcare Executives (ACHE). These affiliations reflect his dedication to advancing healthcare quality and excellence. Reiners holds a Bachelor of Science in Business Administration from Bellevue University and is currently completing his Master's in Business Administration with a Healthcare Management focus from Chadron State College. Reiners' passion for rural healthcare aligns seamlessly with Chadron Community Hospital's mission to enhance the health and well-being of the community. When he's not working, Reiners enjoys hunting, fishing, playing guitar, riding motorcycles, and disc golf.
Sean Wolfe serves as the interim CEO at Chadron Community Hospital & Health Services, appointed effective March 27, 2024. [4] He is currently the CFO at Community Hospital in McCook, Nebraska, and brings extensive experience and a commitment to rural healthcare, having worked in public accounting and held leadership positions in McCook for over 15 years.
Jennifer Brown has been with Chadron Community Hospital as CFO for over seven years. [2, 10] She was recently awarded the 2024 Caring Kind Award and continues to play an essential role in the hospital's financial health and operational strategy. [2, 10] Jennifer Brown is a 2000 graduate of Chadron State College and spent 17 years as a CPA and manager with FALCO and its successor GLR before being named CFO of Chadron Community Hospital and Health Services in April 2017.
Brenda Rhembrandt has 23 years at Chadron Community Hospital & Health Services, having held various roles including CNA, Trauma Nurse Coordinator, Nurse Manager, and recently Interim Clinical Leader. [2] Her leadership contributed to the hospital receiving the Five-Star Award from CMS in 2024. [2] She co-founded Circle of Light, a local organization that supports cancer patients. [2] In recognition of her dedication, she was named the 2023 Caring Kind Employee. [2] Brenda's clinical experience spans emergency care, OB, medical/surgical, and hospice. [2] She holds a BSN from UNMC and has been certified in Chemotherapy/Immunotherapy since 2007. [2] Her vision focuses on providing exceptional care, fostering a culture of self-care and inclusiveness, and growing Chadron's medical services.
Dan Anderson serves as the VP of HR and Support Services at Chadron Community Hospital, where he has contributed for 14 years, following a previous role as IT Director. [2] He is a 2016 graduate of the Nebraska Hospital Association Leadership Institute and the 2012 Caring Kind award winner. [2] A graduate of Chadron State College with a Bachelor of Science in Physics, Dan grew up in Chadron and now resides in Hay Springs, NE.
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 25 |
|---|
| FTE Employees on Payroll | 128.54 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 1471 |
| Inpatient Days (Title XIX) | 251 |
| Total Inpatient Days | 2271 |
| Bed Count | 25 |
| Available Bed Days | 9125 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 232 |
| Discharges (Title XIX) | 103 |
| Total Discharges | 484 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 1010 |
| Inpatient Days (Title XIX; Adults & Peds) | 180 |
| Total Inpatient Days (Adults & Peds) | 1608 |
| Bed Count (Adults & Peds) | 25 |
| Available Bed Days (Adults & Peds) | 9125 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 232 |
| Discharges (Title XIX; Adults & Peds) | 103 |
| Total Discharges (Adults & Peds) | 484 |
| Care Quality Stengths | High overall patient satisfaction. Patients report that staff was good at responding quickly to their needs. Patients report that staff is excellent in meeting their needs very quickly. Patients were very positive about the quiet atmosphere of the hospital. The hospital is average in every measured mortality rate Hospital has a low ER wait and treatment time of less than 2 hours |
|---|---|
| Care Quality Concerns |
| 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 | 73% |
|---|
| 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 | |
| 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) | 99 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | Not Available |
| Readmission Score Hospital Return Days for Pneumonia Patients | Not Available |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.7 |
| 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) | 14.5 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | Not Available |
| Readmission Group Hospital Return Days for Heart Attack Patients | Number of Cases Too Small |
| Readmission Group Hospital Return Days for Heart Failure Patients | Number of Cases Too Small |
| Readmission Group Hospital Return Days for Pneumonia Patients | Number of Cases Too Small |
| 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 | Not Available |
| Readmission Group Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | Number of Cases Too Small |
| 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 | 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 | Number of Cases Too Small |
| 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 | Oct 01, 2021 |
|---|---|
| Fiscal Year End | Sep 30, 2022 |
| Charity Care Cost | $50 |
|---|---|
| Bad Debt Expense | $1,114 |
| Uncompensated Care Cost | $824 |
| Total Uncompensated Care | $1,734 |
| Total Salaries | $10,228 |
|---|---|
| Overhead Expenses (Non-Salary) | $20,189 |
| Depreciation Expense | $1,607 |
| Total Operating Costs | $26,102 |
| Inpatient Charges | $7,664 |
|---|---|
| Outpatient Charges | $29,892 |
| Total Patient Charges | $37,556 |
| 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 | $10,148 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $8,647 |
| Allowance for Doubtful Accounts | $-2,179 |
| Inventory | $614 |
| Prepaid Expenses | $214 |
| Other Current Assets | |
| Total Current Assets | $17,707 |
| Land Value | $203 |
|---|---|
| Land Improvements Value | $162 |
| Building Value | $26,842 |
| Leasehold Improvements | $116 |
| Fixed Equipment Value | $8,188 |
| Major Movable Equipment | $9,570 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $14,554 |
| Long-Term Investments | $1,559 |
|---|---|
| Other Assets | |
| Total Other Assets | $1,559 |
| Total Assets | $33,820 |
| Accounts Payable | $718 |
|---|---|
| Salaries & Wages Payable | $1,138 |
| Payroll Taxes Payable | $28 |
| Short-Term Debt | $91 |
| Deferred Revenue | $9 |
| Other Current Liabilities | $934 |
| Total Current Liabilities | $2,918 |
| Mortgage Debt | $4,453 |
|---|---|
| Long-Term Notes Payable | $8,637 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $89 |
| Total Long-Term Liabilities | $13,179 |
| Total Liabilities | $16,097 |
| General Fund Balance | $17,723 |
|---|---|
| Total Fund Balances | $17,723 |
| Total Liabilities & Equity | $33,820 |
| 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 | $7,691 |
|---|---|
| Outpatient Revenue | $30,219 |
| Total Patient Revenue | $37,910 |
| Contractual Allowances & Discounts | $10,867 |
| Net Patient Revenue | $27,043 |
| Total Operating Expenses | $30,417 |
| Net Service Income | $-3,374 |
| Other Income | $3,977 |
| Total Income | $603 |
| Other Expenses | |
| Net Income | $603 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $1,973 |
| Medicaid Charges | $4,148 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Oracle Health Millennium CommunityWorks |
|---|---|
| EHR Version | Oracle Health Millennium CommunityWorks |
| EHR is Changing | No |
| ERP | Oracle |
|---|---|
| ERP Version | Unknown |
| EHR is Changing | No |