WICHITA, KS
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Sign In — Free (10 views/day)GREAT PLAINS OF SABETHA INC, founded in 2000, is a mid-sized nonprofit in the Health Care sector that reported $22.5M in total revenue in fiscal year 2024. Revenue grew 9% year-over-year, indicating healthy expansion. Expenses of $21.8M left a modest 3% surplus.
TO OPERATE HOSPITAL FACILITIES FOR THE DELIVERY OF HOSPITAL AND RELATED HEALTH CARE SERVICES, HEALTH RELATED EDUCATION, AS WELL AS THE PROMOTION OF HEALTH AND WELLNESS, WITHOUT REGARD TO RACE, CREED, COLOR, SEX, OR FINANCIAL CIRCUMSTANCES.
THE LARGEST PROGRAM SABETHA COMMUNITY HOSPITAL PROVIDES THAT IS IDENTIFIED AS A NEED THROUGH THE COMMUNITY HEALTH NEEDS ASSESSMENT IS OUTREACH EDUCATION WHICH IS DONE MONTHLY THROUGH CALENDARS SENT...
THE LARGEST PROGRAM SABETHA COMMUNITY HOSPITAL PROVIDES THAT IS IDENTIFIED AS A NEED THROUGH THE COMMUNITY HEALTH NEEDS ASSESSMENT IS OUTREACH EDUCATION WHICH IS DONE MONTHLY THROUGH CALENDARS SENT OUT TO THE COMMUNITY AND SURROUNDING REGION. WE PROVIDE PRE-NATAL CLASSES AND BREASTFEEDING SUPPORT IS OFFERED TO EXPECTANT MOMS WHETHER THEY ARE A FIRST-TIME MOM OR HAVE MULTIPLE CHILDREN. WE OFFER THE SERVICES OF A CERTIFIED CAR SEAT SPECIALIST TO MAKE SURE THE BABY IS SAFE WHEN LEAVING THE HOSPITAL. THE HOSPITAL HAS TWO TECHNICIANS THAT WILL CONDUCT CAR SEAT SAFETY CHECKS FOR THE COMMUNITY AS WELL. STOP THE BLEED INSTRUCTORS CONDUCT CLASSES FOR THE EMS TECHNICIANS AND VARIOUS LOCAL INDUSTRIES. THE HOSPITAL DIABETIC EDUCATOR AND DIETICIAN CONDUCTS THE SMART PROGRAM WITH DIABETIC PATIENTS WHICH HOLDS THEM ACCOUNTABLE FOR THEIR DIABETIC HEALTH. HOSPITAL DEPARTMENT HEADS PRESENT EDUCATION ON HOSPITAL SERVICES TO THE HOSPITAL GUILD WHICH MEETS ON A MONTHLY BASIS. STAFF PROVIDES PRESENTATIONS FOR LOCAL CIVIC GROUPS TO CREATE HEALTHCARE AWARENESS ON TOPICS SUCH AS OBESITY, STROKE/HEART ATTACKS, AND DIABETES. THE SECOND LARGEST PROGRAM SABETHA COMMUNITY HOSPITAL PROVIDES TO THE COMMUNITY IS THE CARDIAC REHAB PHASE III PROGRAM. COMMUNITY MEMBERS CAN COME TO THE HOSPITAL FOR REDUCED SESSION FEES UTILIZING CARDIOPULMONARY EXERCISE EQUIPMENT. THE PATIENTS WHO HAVE PHYSICAL LIMITATIONS AND ARE NOT ABLE TO USE THE HEALTH AND WELLNESS CENTER BENEFIT FROM THE MONITORING OF THIS PROGRAM BY AN RN OR CNA. THIS PROGRAM ADDRESSES THE IMPORTANCE OF CONTINUAL EXERCISE AND THE HEALTH BENEFITS ASSOCIATED BUT BRINGS WITH IT A SOCIAL ASPECT TO THOSE COMMUNITY MEMBERS WHO PARTICIPATE PROVIDING MUCH NEEDED SOCIAL INTERACTION WITHIN THE ELDERLY POPULATION. IN 2022, WE SERVED 124 PATIENTS IN THIS MANNER. THE THIRD LARGEST PROGRAM FOR THE HOSPITAL IS INVOLVEMENT WITH SCHOOL-BASED PROGRAMS SUCH AS CLINICAL ROTATIONS FOR MEDICAL STUDENTS AND RESIDENTS, NURSE PRACTITIONERS, NURSING, PHYSICAL AND OCCUPATIONAL THERAPY, RADIOLOGY, AND LAB. THE HOSPITAL IS VERY INVOLVED WITH THE LOCAL SCHOOL DISTRICT HOSTING STUDENTS WHO ARE INTERESTED IN HEALTHCARE CAREERS AND WOULD LIKE TO JOB SHADOW. THE HOSPITAL ALSO TAKES PART IN THE SCHOOL DISTRICT SCHOOL TO WORK PROGRAM. STUDENTS SPEND PART OF THEIR DAY AT THE HOSPITAL OR PHYSICIAN CLINIC AS PART OF THEIR DAILY CURRICULUM. THE HOSPITAL ALSO ADMINISTERS SIX HEALTHCARE SCHOLARSHIPS TO LOCAL SENIORS AND COMMUNITY MEMBERS. THE FOURTH LARGEST PROGRAM IS ENROLLMENT ASSISTANCE FOR PUBLIC MEDICAL PROGRAMS SUCH AS MEDICAID, MEDICARE, AND MEDICARE PART D. SOCIAL SERVICES AND PUBLIC RELATIONS STAFF ARE DEDICATED TO THIS PROGRAM DURING THE OPEN ENROLLMENT PERIODS. THE HOSPITAL SOCIAL WORKER TAKES THE LEAD ON THIS PROJECT. AFTER THE OPEN ENROLLMENT PERIODS ARE CLOSED THE SOCIAL WORKER IS STILL AVAILABLE TO THE COMMUNITY TO HELP WITH ANY ASSISTANCE NEEDED TO FOR FIRST TIME ENROLLEES IN MEDICARE OR THE MEDICAID PROGRAMS. THE SOCIAL WORKER ALSO WILL ASSISTANCE COMMUNITY MEMBERS WITH NEEDED INFORMATION AND RESOURCES, AND WORK WITH THE LOCAL PHARMACIES REGARDING PRESCRIPTION DRUG PROGRAMS IF THE COMMUNITY MEMBER IS UNABLE TO AFFORD A NEEDED MEDICATION. ADDRESSING THE NEEDS OF MENTAL HEALTH AMONG THE ELDERLY POPULATION AS WELL AS YOUTH CONTINUES TO BE A PRIORITY. THE HOSPITAL PARTNERS WITH THE REGIONAL COMMUNITY MENTAL HEALTH CENTER TO PROVIDE ACCESS TO MENTAL HEALTH SERVICES WHETHER IT BE IN A CLINIC SETTING OR THROUGH TELEHEALTH SERVICES. STRATEGIC PLANNING FOR AUGMENTING MENTAL HEALTH FACILITIES INCLUDE 1491 SQUARE FEET IN A HOSPITAL ADDITION THAT WILL BREAK GROUND AS EARLY AS NEXT SPRING, 2024. THE COMMUNITY HEALTH NEEDS ASSESSMENT CONTINUES TO ILLUSTRATE THE IMPORTANCE OUR FAMILIES, FRIENDS, COWORKERS AND PATIENTS PLACE ON MENTAL HEALTH. WE WILL CONTINUE TO AGGRESSIVELY PURSUE THIS MATTER. ALSO OUTLINED AS A COMMUNITY NEED IS THE EXISTENCE OF A RELIABLE CHILD CARE FACILITY. OUR PLAN TO HELP ADDRESS THIS NEED INCLUDE 1399 SQUARE FEET IN THE HOSPITAL ADDITION THAT WILL BREAK GROUND IN SPRING OF 2024 FOR A CHILD CARE FACILITY. PROVIDING STABLE CARE WITH HEALTHY FOOD OPTIONS FOR YOUNG CHILDREN IS THE BACKBONE OF ANY HEALTHY COMMUNITY. QUALITY HEALTHCARE IS IMPORTANT TO SABETHA COMMUNITY HOSPITAL AND THE HOSPITAL CONTINUES TO PARTICIPATE IN THE KANSAS HEALTH CARE COLLABORATIVE AS WELL AS REPORTING TO THE MEDICARE BENEFICIARY QUALITY IMPROVEMENT PROGRAM. HCAHPS SCORES ARE MONITORED AND USED TO KEEP STAFF INFORMED OF PATIENT SATISFACTION AND EVALUATE AREAS FOR NEEDED IMPROVEMENT. SCH'S MISSION REMAINS TO PROVIDE QUALITY OF HEALTH AND CARE GIVEN IN OUR COMMUNITIES.
Financial Health Score (300–850) · Liquidity · Solvency · Sustainability · Efficiency
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Liquidity (40%) • Solvency (30%) • Sustainability (20%) • Efficiency (10%)
Sign In — Free (10 views/day)| 2024 | 2023 | Change | |
|---|---|---|---|
| Revenue | $22,473,982 | $20,655,393 | +0.1% |
| Expenses | $21,795,844 | $19,250,501 | +0.1% |
| Net Income | $678,138 | $1,404,892 | -0.5% |
Comprehensive financial analysis: Altman Z-Score, liquidity, solvency, sustainability, efficiency, and growth metrics
Financial Distress Indicator
Liquidity & Cash Position
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Altman Z-Score • Liquidity Ratios • Solvency Analysis • Growth Indicators • Efficiency Metrics
Sign In| Name | Title | Hours/Week | Role | Reportable Comp | Other Comp | Total |
|---|---|---|---|---|---|---|
| Allen Vandriel | Director | 0.2 |
Officer
Director
|
$0 | $0 | $0 |
| CURT COLSON | PRESIDENT/DIRECTOR | 0.2 |
Officer
Director
|
$0 | $57,031 | $284,684 |
| JOHN TERRILL | CHAIRMAN/DIRECTOR | 0.2 |
Officer
Director
|
$0 | $0 | $0 |
| ROGER JOHN | SECRETARY/DIRECTOR | 0.2 |
Officer
Director
|
$0 | $0 | $0 |
| STEVE CARLSON | TREASURER/DIRECTOR | 0.2 |
Officer
Director
|
$0 | $0 | $0 |
| ARTHUR HENDRICKSON | DIRECTOR | 0.2 |
Director
|
$0 | $0 | $0 |
| DR BABARBA BROWN APPLEGATE | DIRECTOR | 0.2 |
Director
|
$0 | $0 | $0 |
| JAMES LONGABAUGH | ADMINISTRATOR | 40.0 |
Officer
|
$343,034 | $55,173 | $398,207 |
| JASON BARB | CFO | 0.2 |
Officer
|
$0 | $53,975 | $252,462 |
| CHRISTIAN TRAMP | PHYSICIAN | 40.0 |
Highest
|
$352,309 | $68,256 | $420,565 |
| KEVIN KENNALLY | PHYSICIAN | 40.0 |
Highest
|
$227,286 | $21,929 | $249,215 |
| LEVI GRIMM | Nurse Practitioner | 40.0 |
Highest
|
$156,160 | $44,828 | $200,988 |
| NATALIE FRYE | NURSE PRACTITIONER | 40.0 |
Highest
|
$288,317 | $63,042 | $351,359 |
| RACHEL ALLEN | PHYSICIAN | 40.0 |
Highest
|
$333,173 | $56,523 | $389,696 |
| Year | Revenue | Expenses | Assets | Net Income |
|---|---|---|---|---|
| 2024 | $22,473,982 | $21,795,844 | $14,135,658 | $678,138 |
| 2023 | $20,655,393 | $19,250,501 | $13,396,892 | $1,404,892 |
| 2022 | $18,312,120 | $18,314,570 | $11,809,986 | $-2,450 |
| 2021 | $18,055,664 | $16,183,953 | $12,316,796 | $1,871,711 |
| 2020 | $16,384,360 | $14,149,624 | $16,076,161 | $2,234,736 |
| 2019 | $13,536,656 | $13,462,787 | $7,062,735 | $73,869 |
| 2018 | $13,307,094 | $12,944,633 | $6,512,326 | $362,461 |
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