Olathe Health
20375 W. 151st Street
Suite 363
Olathe KS 66061
Web and Phone Contact
Telephone (913) 791-4216
Mission Statement
To help people through healing, health and happiness.
CEO/Executive Director Mr. Stan H. Holm
Board Chair Mr. Chip Wood
Board Chair Company Affiliation Retired
History and Background
Year of Incorporation 1953
Volunteer Opportunities
Ways to donate, support, or volunteer

Olathe Health appreciates both volunteer and monetary support.

Donations can be made by calling 913.791.4216 or online at Olathehealth.org/donate
Make checks payable to OHCF
  • Mail to OHCF; 20375 West 151st Street, Suite 363; Olathe, KS 66061
  • In the memo line indicate:
           Who the gift is in memory of
           The funding priority the gift will support


Financial Summary
Revenue Expense Area Graph

Comparing revenue to expenses shows how the organizations finances fluctuate over time.

Source: IRS Form 990

Net Gain/Loss:    in 
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.
Mission Statement
To help people through healing, health and happiness.
Background Statement

Olathe Health is undergoing bold expansion, revitalization, and enhancement that reflects our promise to meet the changing healthcare needs of our community.  This indigenous healthcare startup thrived in native soil, growing from a modest 30-bed hospital in 1953 to a vital regional health network that today serves five counties through Olathe Medical Center, Miami County Medical Center, and nearly 60 service locations across five counties with a roster of more than 325 physicians and 2,500 associates.

Today, the Olathe Health purpose remains steadfast:  respond to our communities, their families

and their healthcare demands with the highest possible level of medical professionalism, advanced technology, and professional care.  Remaining independent and locally owned in today’s prevailing trend to healthcare conglomerates requires deeply rooted sensibilities and an unwavering dedication to the healing arts.  These qualities drive the Olathe Health commitment to help people through healing, health and happiness.  This is the promise that shapes every decision, every action, every day.  As, one of the area’s premier healthcare employers and providers, Olathe Health is a community and regional anchor, expanding and evolving to meet patients’ needs in a rapidly changing health care landscape.

Olathe Health, the parent company, is comprised of several entities including Olathe Medical Center, Miami County Medical Center, Olathe Health Physicians and Olathe Health Charitable Foundation.   
Impact Statement
Past Year Accomplishments:
  1. Hospice Services: October 2014 marked the completion of a new $3.7 million Hospice House on the OMC campus. The Hospice House offers quality and compassionate inpatient end-of-life care to eastern Kansans, promoting OMCs dedication to the full continuum of care.
  2. Oncology: The OMC cancer program received overall cancer accreditation from the Commission on Cancer. OMC was the only Kansas hospital to be honored as one of America’s Best Hospitals for Breast Centers by Women’s Certified, Inc. These honors speak to the commitment to excellence of OMC’s latest endeavor, the new Cancer Center.
  3. Orthopedic Care: OMC orthopedic surgeons and clinical and rehabilitation staff members received the distinction as one of the top hospitals for hip and knee replacement outcomes and recoveries. OMC was the only hospital in the Kansas City area to be listed among the top 100 by the Centers for Medicare and Medicaid Services.
  4. Cardiovascular Care: The cardiovascular service line received prestigious honors again this year. The American College of Cardiology and the American Heart Association awarded platinum-level recognition to OMC for both stroke and heart attack care.
Current Year Goals:
  1. Continue the early success of the Cancer Center capital campaign and meet the proposed milestones.
  2. Begin construction on a new obstetrics and neonatal intensive care wing, Kansas Cardiovascular Center expansion and the new Cancer Center.
  3. Recruit 10 new or replacement physicians in key need areas (i.e. orthopedic specialists, cardiologists, wound care specialists, and family practice specialists).
  4. Conduct a minimum of 35 community/employer health screening events across OMC’s service area.
Needs Statement
OMC developed the 2014-2016 Community Health Improvement Plan (CHIP) to address the priorities identified through a recent Community Health Needs Assessment.
  • Cancer Center Capital Campaign: Raise $3 million for construction of a new free-standing Cancer Center to ensure patients and residents of the communities served can access care and services in a state-of-the-art facility, close to home.
  • Hospice House: Continue to provide ongoing special services for hospice patients, including massage therapy and spiritual care.
  • Charity Care: Continue to provide access to quality care and services for the OMC uninsured and underinsured who are eligible for charity care programming.
  • Special Care Neonatal Services: Enhance and expand Special Care Neonatal Services to support the care and services for higher risk mothers and infants.
  • Encourage healthy eating and lifestyles: Decrease the obesity rate among area residents and increase access to healthy food through: 1) Integrate goals for healthy eating habits and healthy lifestyles into patients’ electronic medical records, and 2) Expand the 1-2-3-4-5 Fit-tastic message in the local community by providing health education and resources to local school districts with the same messaging used in the primary care and pediatric clinics.
Service Categories
Areas of Service
KS - Johnson County
CEO/Executive Director/Board Chair Statement
Frank H. Devocelle, President/CEO:
Our medical center started more than six decades ago and thanks to hard work and importantly, the trust of our patients and neighbors, we’ve grown into a vital regional health network offering a continuum of compassionate, competent care for every stage of life. As a community anchor, Olathe Medical Center has expanded and evolved to meet patients’ needs in a rapidly changing health system landscape.
We now embrace a new challenge. Through four construction projects, we will ultimately add more than 200,000 square feet of new facilities to our medical campus. We are expanding critical services to meet our region’s health care needs. This year, we will break ground on a much-needed Cancer Center to treat those in need right here, close to home. We have already begun construction of a four-story obstetrics wing with a Level II neonatal intensive care unit that will include private rooms for high-risk babies and their parents, a larger well-baby nursery, and state-of-the-art technology for high-risk mothers and infants. A Memory-Care neighborhood expansion at our Cedar Lake Village is underway. Our fourth major project is an expanded cardiovascular center.
OMC is at a pivotal moment in history. We are focused on expanding services to meet our service area needs with emphasis on maintaining a high level of quality care and customer service.
Description OMC combines leading-edge cancer treatment with a caring, connected team of caregivers. A collaboration of cross-disciplinary expertise helps create a strategic blueprint of customized cancer treatment. Radiation therapy, chemotherapy and oncology surgery services are complemented by rehabilitation services and survivorship programming. The development of the Cancer Center will reflect OMC's dedication to current oncology objectives while creating a space that specifically focuses on integration of services. All existing services will be co-located within a new state-of-the-art free-standing building, preventive care and education will be enhanced, and new services will be added to the existing range of cancer care.
Category Diseases, Disorders & Medical Disciplines, General/Other Cancer
Population Served People/Families of People with Cancer
Short-Term Success
Over the course of several years following the opening of the new Cancer Center, OMC expects to serve at least 15,000 cancer care patients annually. Short-term goals include:
  1. Improve Cancer Prevention Programming: Encourage the community to engage in cancer prevention and screening programming including reducing tobacco use, improving healthy eating habits, and increasing access to healthy foods.
  2. Improve Early Detection Services: Increase the number of OMC patients receiving recommended mammogram and colonoscopy screenings and increase lung cancer screenings for the most at-risk patients.
  3. Improve Cancer Diagnosis Procedures: Continue to enhance OMC’s nurse navigator program and decrease the time between initial visit and treatment plan.
  4. Improve Quality of Life and Survivorship: Continue to build the working partnership between cancer care and hospice services, decrease mortality rates and expand survivorship programming.
Long-Term Success A new cancer facility will provide critical medical care access to underserved and rural populations while improving the quality of cancer care for all patients and their families. Further, the new Cancer Center will emphasize prevention and screening with targeted goals of reducing mortality and incidence rates. Goals for the cancer program align with the 2012-2016 Kansas Cancer Prevention and Control Plan.
Program Success Monitored By
OMC’s Cancer Care was recently evaluated and accredited by the Commission on Cancer. In addition to monitoring Cancer Center construction and adhering to the capital campaign timeline, additional indicators of success include the following. All will be tracked by Cancer Center program staff and reported to OMC Leadership quarterly.
  1. The newly constructed Cancer Center is fully functional with the capacity to serve 15,000 patients per year in a location easily accessible to urban, suburban, and rural communities. (Data Source: Patient records/surveys, Patient census, Requested work orders)
  2. Document an increase in prevention education programs and the number of early identification screenings conducted. (Data Source: Programming reports, OMC medical service records; Baseline Year: 2015)
  3. Demonstrate a reduction in the time period between cancer detection and treatment administration. (Data Source: Patient records; Baseline Year: 2015).
Examples of Program Success
Within OMC’s service area, 3,200 new cancer cases are diagnosed each year (nearly nine per day); approximately 27,000 people are currently living with cancer. Currently, OMC serves approximately 4,500 unduplicated oncology patients each year. The current facility is approaching maximum capacity. OMC expects the new Cancer Center to eventually serve 15,000 patients annually.
Patient testimonials include the story of Vivian, diagnosed with breast cancer, invasive ductal cell carcinoma that had spread to lymph nodes. In reflecting on her experiences at OMC as a new cancer survivor, Vivian expresses her gratitude, "I came out of my cancer experience a much stronger person and with a deeper respect for what the caregivers at OMC do for us as patients," she said. "I just wish every breast cancer patient could have this kind of a team behind them, every step of the way. Just like I did."
OMC has provided hospice services for more than 30 years with a core tenet of providing meaningful end of life care for patients and their loved ones. When staying at home at the end of one's life is not an option, there is a peaceful care alternative: inpatient hospice care within the new Hospice House. The home-like environment provides medical and nursing care, plus emotional and spiritual support, not only for the patient, but also family and friends. This "home" is uniquely equipped to provide modern medicine and compassionate care to terminally ill patients, enabling them and their families to live fully and comfortably while coping with end-of-life issues.
Category Health Care, General/Other Hospice Care
Population Served General/Unspecified
Short-Term Success
Short-term success is measured in the program’s ability to provide care, comfort and support to those experiencing a terminal illness so that they may embrace life until death with dignity. Satisfaction surveys completed by Hospice House patients and their families and data collected by staff reveal reduced pain and increased comfort, reduced unnecessary hospitalizations and ER visits, and family/caregivers satisfaction with care and services.
Long-Term Success The program goal is to provide the very best end of life experience, surrounded by love and dignity, for the patient, friends and family. Each patient entering the program has access to a team of professional caregivers, including a nurse, social worker, hospice tech, chaplain, dietician, therapist and specially trained volunteers. Medical directors coordinate each patient’s care with his/her personal physician with the aim of providing comprehensive support and comfort through the end of life. Accredited by The Joint Commission and certified by Medicare and Medicaid, the new Hospice House opened on October 28, 2014. Staff cares for more than 25 patients and their families each month.
Program Success Monitored By
Qualitative outcomes are tracked through patient/family surveys, administered one month into the program and again, through family surveys, when the patient exits the program. In addition, the following data is collected by Hospice House staff, evaluated and analyzed bi-annually.
  1. Number of patients served, trending month-to-month
  2. Sources of referrals including physicians, families, and other agencies to ensure those in need are aware of the availability of services
  3. Pain management scale
  4. Average number of days in Hospice
OMC Hospice House is establishing new goals for the measures detailed above.
Examples of Program Success
Prior to opening the OMC Hospice House, the nearest inpatient hospice services were located 19 miles away on the Missouri side of the state line, inconvenient for OMC area patients and families. Sally Lundy, Hospice and Home Health Director at OMC, praises the program, “For those who need hospice care, I cannot think of a more soothing, reassuring, restful place to receive that care than in OMC’s new Hospice House.”
Programming includes charity care for persons living in poverty, unpaid costs of public programs such as Medicaid, community health improvement services, and community building. In 2013 alone, the region benefited from more than $15 million in donated services and community contributions by OMC.
Category Health Care, General/Other Health Care, General/Other
Population Served Poor,Economically Disadvantaged,Indigent
Short-Term Success
OMC is committed to the following short-term goals:
  1. Serve increasing numbers of uninsured and underinsured in 2015, and 
  2. Continue to provide more than $11 million in uncompensated care to those most in need. This includes the cost of providing care to patients who meet the guidelines of the charity care program and the cost of providing care in excess of reimbursement to participants in the Medicaid program and other indigent public programs.
Long-Term Success
Charity care programming provides access to quality health care for those most in need.
Program Success Monitored By
The investment in charity care is calculated monthly by OMC staff and represented in monthly financial statements. To meet the needs of the low-income, uninsured and underinsured, OMC proposed several goals in the 2014-2016 Community Health Improvement Plan, including:
  1. In partnership with the Olathe Fire Department, develop a Mobile Integrated Healthcare Vehicle to respond to non-emergency situations. Many individuals receiving these services are in need of community resources and supports and assistance with medication compliance.
  2. Continue a contractual relationship with an independent vendor providing trained Certified Application Counselors to help the uninsured navigate the Health Insurance Marketplace enrollment process.
Examples of Program Success
In 2014, 4,729 OMC patients with little to no ability to pay received charity care assistance including nearly 8,000 tests, screenings, procedures and physician visits.
Patient testimonials demonstrate the need for OMC charity care and the program’s successful outcomes. A 62 year-old who did not qualify for disability or other governmental programs received $76,000 in needed services without charge. A 31 year-old without health insurance and ineligible for Medicaid received $49,221 in services and treatment for heart disease. OMC provided a cancer patient, age 64, self-employed and without any health coverage, with care totaling $146,296.
Executive Director/CEO
Executive Director Mr. Stan H. Holm
Term Start Nov 2018

Oversight of Olathe Health is managed by a leadership team led by Stan Holm, who joined as President/CEO on November 1, 2018.  Mr. Holm brings more than 23 years of healthcare management to his role, most recently serving as CEO of Abrazo West, part of Abrazo Community Health Network.  His career as a healthcare leader also included hospital systems in Florida, Oklahoma, Tennessee and Texas.  He is a Board-Certified Healthcare Financial Professional of the Healthcare Financial Management Association as well as a Board Certified Diplomate and Fellow of the American College of Healthcare Executives.

Former CEOs
Frank H. DevocelleJan 1975 - Dec 2018
Senior Staff
Title Senior Vice President/Operations
Title Vice President/Marketing & External Affairs
Title Vice President/Operations of Olathe Medical Services, Inc.
Title Senior Vice President/Chief Medical Officer for Olathe Health System, Inc.
Paid Full-Time Staff 2516
Volunteers 208
Plans & Policies
Organization Has a Fundraising Plan Yes
Organization Has a Strategic Plan Yes
Management Succession Plan Yes
Organization Policy and Procedures Yes
Nondiscrimination Policy Yes
Whistleblower Policy Yes
Board Chair
Board Chair Mr. Chip Wood
Company Affiliation Retired
Term Feb 2004 to Dec 2018
Email Chip.wood47@gmail.com
Board Members
Ms. Patricia A All Ed.D.Retired
Dr. Marlin E. BerryOlathe Public Schools
Mr. Larry K. BrubakerRetired
Mr. Vincent T. DonofrioFarmers Insurance Group
Mr. David R. GabouryTerracon Consultants, Inc.
Mr. R. Eric HughesStrickland Construction
Mr. Brian A. Metz M.D.Midwest Ear, Nose & Throat
Ms. Laurie A. MinardGarmin International
Mr. Brian L. RobyEquity Bank
Mr. Thomas K. RoggeRetired
Mr. Bruce B. Snider M.D.Olathe Women’s Center
Mr. Arthur E. SwankVermeer Great Plains, Inc.
Mr. Thomas N. ThorntonRetired
Mr. Chip WoodRetired
Board Demographics - Ethnicity
African American/Black 0
Asian American/Pacific Islander 0
Caucasian 14
Hispanic/Latino 0
Native American/American Indian 0
Board Demographics - Gender
Male 12
Female 2
Unspecified 0
Board Term Lengths 4
Board Term Limits 3
Written Board Selection Criteria? Yes
Written Conflict of Interest Policy? Yes
Number of Full Board Meetings Annually 12
Fiscal Year Start Jan 01, 2015
Fiscal Year End Dec 31, 2015
Projected Revenue $303,983,000
Projected Expenses $296,218,000
Audit Documents
2013 OMC Audit
Foundation Comments
  • FY 2013, 2012, 2011: Financial data reported using IRS Form 990's.
  • Foundation/corporate revenue line item may include contributions from individuals.
Detailed Financials
Revenue SourcesHelpThe financial analysis involves a comparison of the IRS Form 990 and the audit report (when available) and revenue sources may not sum to total based on reconciliation differences. Revenue from foundations and corporations may include individual contributions when not itemized separately.
Fiscal Year201320122011
Foundation and
Corporation Contributions
Government Contributions$5,983$0$0
Individual Contributions------
Investment Income, Net of Losses$18,061,955$6,035,872$6,957,138
Membership Dues$0$0$0
Special Events$0$0$0
Revenue In-Kind$0$0$0
Expense Allocation
Fiscal Year201320122011
Program Expense$153,273,067$153,393,657$153,417,251
Administration Expense$24,440,569$24,492,914$23,456,590
Fundraising Expense$0$0$0
Payments to Affiliates------
Total Revenue/Total Expenses1.291.221.21
Program Expense/Total Expenses86%86%87%
Fundraising Expense/Contributed Revenue------
Assets and Liabilities
Fiscal Year201320122011
Total Assets$581,344,893$518,440,785$479,718,616
Current Assets$58,637,302$54,349,743$70,130,605
Long-Term Liabilities$3,768,476$4,199,615$4,167,402
Current Liabilities$149,206,353$149,969,330$159,401,068
Total Net Assets$428,370,064$364,271,840$316,150,146
Short-Term Solvency
Fiscal Year201320122011
Current Ratio: Current Assets/Current Liabilities0.390.360.44
Long-Term Solvency
Fiscal Year201320122011
Long-Term Liabilities/Total Assets1%1%1%
Top Funding Sources
Fiscal Year201320122011
Top Funding Source & Dollar Amount -- -- --
Second Highest Funding Source & Dollar Amount -- -- --
Third Highest Funding Source & Dollar Amount -- -- --
Capital Campaign
Currently in a Capital Campaign? Yes
Organization Comments
Other Documents
Organization Name Olathe Health
Address 20375 W. 151st Street
Suite 363
Olathe, KS 66061
Primary Phone (913) 791-4216
CEO/Executive Director Mr. Stan H. Holm
Board Chair Mr. Chip Wood
Board Chair Company Affiliation Retired
Year of Incorporation 1953