Goodland hospital leaders present $31.1M 2026 budget; CFO reports strong cash position

Hospital leadership presented an annual budget update to the Sherman County Board of Commissioners and described strategic steps intended to sustain and grow local services.

Heather Perdeau, chief financial officer, walked commissioners through unaudited 2025 results and the proposed 2026 budget. She said total income before expenses for 2026 is about $31,100,000 with projected expenses of roughly $30,100,000, producing an expected net income near $2,100,000 (figures presented as unaudited). Perdeau reported approximately 233 days cash on hand, a liquidity position she noted is roughly three times the statewide average of about 73 days.

Hospital leadership described a June 2025 strategic planning process that involved staff at multiple levels and produced initiatives to grow service lines and revenue. One example highlighted was expansion of oncology services: the hospital now has a weekly physician presence for medical oncology, provided by Dr. Robert Rodriguez or a physician assistant, Amanda Volchko, which hospital leaders said has increased infusion and chemotherapy volume.

Commissioners asked whether obstetrics (OB) services will return locally. Hospital leaders said OB is unlikely to be reestablished at the facility; instead they plan to focus on service lines that align with community needs and regional collaboration. On facility planning, hospital leadership said they are collecting build-versus-renovate estimates from architects (CGID) and expect those numbers in February; they described three options on the table (build new, renovate, or postpone action) and said a community advisory committee will provide input.

The hospital also updated the board on a rehab expansion that is about 70% complete. Miller Construction has been contracted to finish the work; leaders estimated roughly four months until opening and warned they may request reimbursement from the County Healthcare Resources Fund after the project is complete.

Hospital leaders repeatedly emphasized the volatile environment for rural health care and said sustaining positive cash flow will require daily operational diligence, strong provider partnerships and attention to revenue cycle performance. The county requested that the hospital share published materials; hospital staff left a map and summary and offered to email an article about statewide rural-hospital risk to commissioners.

The board did not take a binding funding action at the meeting; any county support for the rehab project or capital work was described as a future request pending project completion and additional information from hospital leadership.