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May Board of Director Report

May 25, 2012

McCook, Nebraska—During the May 16 Community Hospital’s Board of Directors regular monthly meeting, directors heard the latest updates on Phase 2 of the building project and received a report on the third quarter of the balanced scorecard.

Phase 2 Report

Jim Ulrich, Community Hospital President and CEO reported the hospital has a permanent Certificate of Occupancy for Phase 2 of the Facility Master Plan, which includes the new surgery wing. The new south hallway leading to the patient wing is now open for visitors to access the patient wing. The former, longer corridor on the north side of the hospital near the emergency room is being torn down. Visitors should park in the front parking lot for the closest route to the patient wing.

The surgery department moved into the new surgery wing last weekend. About 40 volunteers began at 9 a.m. May 19 to move the department, equipment, supplies and offices. The bulk of the move was completed by noon. The first surgeries occurred on Tuesday.

The public will have the opportunity to view the new addition and remodeling project during the ribbon cutting and grand opening of Phase 2 on Sunday, July 1. “We believe the public will be very pleased with the new surgery wing, especially the privacy and safety features in the new surgery department,” Ulrich said.

He said the rest of the project is going well with a few details to complete.

A special board meeting was held on Thursday (May 24) on which Phase 2B was approved, which is a project to remodel the vacated surgery area. 

Balanced Scorecard

Board members also received the third quarter report ending March 31 of the hospital’s balanced scorecard.

“The balanced scorecard is a report which tracks progress toward our strategic goals in four distinct areas, which we call seeds, in our successful organization,” Ulrich said. “The four areas include People, Service, Quality and Finance, which are depicted in the four arms of the medical cross of our logo. To ensure future growth and success in our organization, all four of our seeds must be in balance, and so the balanced scorecard strategically tracks our progress,” he said. The highlights and progress toward those goals were shared with the board.

Ulrich explained the balanced scorecard another way. “One of the main focuses is to increase value to the families and patients we serve. Value can be derived by maintaining and enhancing our quality while managing our cost,” he said. “We want to work to be more efficient and effective while not compromising quality and safety,” he added.

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