Randall Hrabe

I have been a lifelong resident of Rooks County, graduating from Plainville High School in 1971 and from Fort Hays State University in 1975 with a degree in Business Administration and minors in Accounting and Agriculture. After farming for about 10 years, I joked about having to go get a real job, in which I worked at the Pioneer Credit Union in Stockton for four years and then as a Business Finance Officer at the Northwest Kansas Planning and Development Commission in Hill City. In 1994, I was promoted to Executive Director.

During the 37 years at the NWKP&DC, I have assisted with the financing of nearly $300 million in business loans and millions of dollars in grants for various infrastructure projects. In 1998, I formed the non-profit Northwest Kansas Housing, Inc. and since that time have built 140 single family homes or duplex units throughout Northwest Kansas.

The NWKHI is one of the leading “affordable” housing developers in the entire northwest corner of Kansas. The NWKHI also administers two Rental Assistance Programs that provide $600,000 annually in rental assistance to Northwest Kansas low income residents. In 2023, I was given the National Rural Housing Service Award in Washington, DC from the National Housing Assistance Council.

Over the past 50 years I have served on numerous boards, such as, the Sacred Heart School Board, the Sacred Heart Church Board, the Rooks County Farm Bureau Board, the Rooks County Fair Board, the Rooks County ASCS Committee, the United Methodist Health Ministries Grant Committee and the Northwest Kansas Technical College Construction Curriculum Review Committee. I was one of the original organizers of the western Kansas Rural Economic Development Alliance (wKREDA), I served 10 years as President of the Kansas Association of Certified Development Companies and President of the Kansas Regional Planning Commissions. For the past 14 years, I have also served on the National Association of Development Organization’s Board of Directors.

Randall and his wife, Diane, have 5 grown children and 10 grandchildren.

What special skills, talents or knowledge do you possess that will be an asset to the hospital and the board?

I have been in the economic development “world” for the past 37 years. Over that time period, I have assisted in the financing of nearly $300 million in business loans and assisted with millions of dollars in community development grants for a variety of infrastructure projects. Twenty-five years ago, I actually started the Northwest Kansas Housing, Inc., a nonprofit certified housing development organization, which have built 140 single family homes or duplex units throughout Northwest Kansas for low and moderate income families. I have been the Executive Director, for the past 31 years, at the Northwest Kansas Planning and Development Commission managing eight employees, completing annual budgets, preparing for and facilitating monthly board meetings, filing numerous government reports, etc.

I previously served on the United Methodist Healthcare Ministries grant fund committee for several years. The function of that committee was to help the rural communities of western Kansas provide better healthcare options through grant funding from the organization. (I was appointed to that position by the former Sen. Sheila Frahm).

While on that committee, I invited Frank Rajewski (who was the chief financial officer at the Rooks County Health Center) to go with a group of other healthcare professionals to see some of the telemedicine used in Sioux Falls, SD. The reason for that trip was to look at what the future may hold as far as telehealth was concerned.

I have served on numerous boards over my lifetime. Some of those being: the National Association of Development Organizations board of directors for the past 14 years; the Sacred Heart School Board for 5 years; the Sacred Heart Church Board for 6 years; the Rooks County Fair Board for 15 years; the Rooks County ASCS Committee; Rooks County Farm Bureau President, Northwest Kansas Technical College Construction Curriculum Review Committee, President of the Kansas Association of Certified Development Companies; President of the Kansas Regional Development Organizations and have testified before Kansas Congressional Committees on relevant legislation.

Why do you want to be a member of the hospital board?

I would like to be a member of the hospital board to be a part of the future total healthcare of the community. All rural community hospitals seem to struggle financially with providing comprehensive healthcare, but I personally feel a healthcare facility, such as ours, is extremely vital to the future of the community. I feel a holistic approach is needed in services provided, not only for medical care, but chiropractic care, mental healthcare, drug and alcohol abuse, and physical therapy. A part of that “holistic” healthcare for the community is also being supportive of the senior nursing home and their proposed changes.

I am not running for this board position strictly because I have a “beef” with anything that has previously happened or is currently happening. All I want is for Rooks County to continue to have one of the “premier” rural healthcare facilities in the region.

Are you willing to commit whatever time and support that would be required to meet the needs of the hospital?

As you can see I have been on numerous boards in the past and I am willing to spend the time needed as a hospital board member. It has always been my belief that as a board member you should attend as many meetings as physically possible and be active in decision making. I have never been one to set on any board strictly to have the title behind my name.

You need to be an active board member or get off of the board!

Can you be supportive of and champion decisions of the board even if you may have cast a dissenting vote?

Yes!

What do you see as RCH’s greatest challenges?

There are two items I see as the greatest challenges for the Rooks County Health Center.

Those being, the financial stability of the facility and recruitment and/ or retaining healthcare providers. That includes everything from the maintenance staff, to the doctors, to the supporting office staff.

How should the hospital best overcome those challenges?

There are a number of things that come into play with the financial stability of the healthcare center. Budgets should be reviewed on a continuing basis to make sure the actual income and expenses are matching up with what was budgeted. The board should take an active role and pay attention to details on the income and expense reports. If budgets and monthly financials do not “line up,” find out why and what adjustments can be made. As far as stability of the staff, obviously having a salary schedule that is consistent with what is being paid in the entire region. I have never bought into the theory that because you live in a rural area and cost of living is cheaper, that you should be paid something less than those in a larger city. Of course, doctor recruitment will be an issue forever! Programs, such as paying for tuition in return for a graduating doctor coming to the area may be something to strongly consider. And finally, a good working environment is critical to job satisfaction.