Sky Lakes Medical Center, located in Klamath Falls, Oregon, is a community-owned, internationally accredited, not-for-profit healthcare provider. Serving over 120,000 people in south-central Oregon and northeastern California, we combine small-town neighborliness with big-city medical expertise. Our 176-bed facility offers a full range of services, including emergency care, specialized treatments in cardiology, orthopedics, and oncology, and a Family Birth Center recognized for its high-quality, family-centered care. As a nationally accredited hospital equipped with modern technology and dedicated professionals, we are committed to providing compassionate, patient-centered care to ensure comprehensive healthcare for you and your family. At Sky Lakes, your journey to better health begins here.
| Hospital Name | Sky Lakes Medical Center |
|---|---|
| Facility ID | 380050 |
| Address | 2865 DAGGETT AVENUE |
|---|---|
| City/Town | Klamath Falls |
| State | OR |
| ZIP Code | 97601 |
| County/Parish | KLAMATH |
| Health System | Independent |
|---|---|
| Health System Website Domain | skylakes.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 1 |
|---|---|
| Health System Total Beds | 176 |
| Health System Hospital Locations | Oregon |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Independent |
| Emergency Services | Yes |
David Cauble has served as President and Chief Executive Officer of Sky Lakes Medical Center since February 2022. [14] He is a 25-year veteran of the healthcare industry. [3] Prior to this role, he was Executive Vice President and Chief Financial Officer at Children's Mercy Hospital. [14] His experience includes leadership roles at St. Vincent's Health System, CarolinaEast Health System, and Trover Health Systems. [14] He holds an MBA from the University of South Carolina Darla Moore School of Business and a B.B.A. from the University of Louisville. [14] He also previously worked in healthcare consulting for CapGemini Ernst & Young. [14] He is engaged in the community and has served as a member of the University of Missouri – Kansas City Board of Trustees. [17]
Richard Rico has served as the CFO at Sky Lakes Medical Center since January 2009. [7] He has over 20 years of seasoned healthcare financial experience in various hospitals across the West Coast. [8] He earned his MBA from California State University, Fresno. [7] Prior to Sky Lakes, he held CFO positions at hospitals in California and Oregon, and also served as COO and CFO of St. Anthony Hospital. [8, 11] He was also CFO of NorthBay Healthcare System and McKenzie-Willamette Medical Center. [8, 11] He is a Certified Public Accountant (CPA) and a Fellow of the Healthcare Financial Management Association (FHFMA). [7]
Ron Woita arrived at Sky Lakes in June 2011 as the Emergency Department Director and is now the Chief Nursing Officer and Vice President of Patient Care Services. [15] He previously worked as a clinical manager for a smaller hospital in Lincoln, Nebraska. [15] He is a Registered Nurse (RN). [22] He has served as Director of the Emergency Department, ACD, and IV Therapy for 9 years prior to his current role. [13]
Dr. Grant Niskanen is a long-time Family Practice physician in Klamath Falls. [6] He has over 30 years of experience in the medical field. [9] He graduated from George Washington University School of Medicine & Health Sciences in 1992. [9] He completed his residency at the Cascades East Family Practice program at Sky Lakes in 1996. [6] He served as the Sky Lakes Vice President of Medical Affairs since 2013. [6] His accomplishments include establishing the medical center's Hospitalist Service and creating several patient-care services. [6]
Bryan Fix was named Chief Human Resources Officer in 2022. [7] He is an experienced healthcare human resources professional. [7] He holds an MA and is SHRM-SCP certified. [22] He previously served as CHRO at Providence in Spokane. [7, 19] He has also held positions at Ambassadors Group, Inc., SolarWorld, and FEI Co. [19] He has significantly contributed to Career and Technical Education (CTE) initiatives at Sky Lakes. [5]
Jon French joined Sky Lakes Medical Center as Vice President and General Counsel, effective November 18, 2024. [33] He oversees all legal affairs and provides counsel on Sky Lakes' strategic direction. [33] He holds a J.D. and an M.B.A. [22]
Dr. Erin Gonzales is a Family Medicine physician. [23] She is board certified in Family Medicine and completed her residency with Cascades East in 2018. [4] She has been an active member of the Sky Lakes medical staff since completing her residency. [4] She received her medical education at the University of Colorado School of Medicine. [4] Prior to her medical career, she served over five years as an officer in the U.S. Navy and was twice deployed to the Middle East. [4] She also holds a BS in Civil and Environmental Engineering from Duke University and an Master of Science in Engineering Management from Old Dominion University. [4] She has served as the medical director for the hospitalist program since January 2023 and has been active on the medical staff serving as the Performance Improvement Committee chair since 2021. [4]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | Yes |
| Pediatric Residency Program | No |
| Licensed Beds | 176 |
|---|
| FTE Employees on Payroll | 1250.4 |
|---|---|
| FTE Interns & Residents | 22.12 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 8348 |
| Inpatient Days (Title XIX) | 6176 |
| Total Inpatient Days | 22733 |
| Bed Count | 90 |
| Available Bed Days | 32850 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 1616 |
| Discharges (Title XIX) | 1618 |
| Total Discharges | 5401 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 8348 |
| Inpatient Days (Title XIX; Adults & Peds) | 5237 |
| Total Inpatient Days (Adults & Peds) | 21449 |
| Bed Count (Adults & Peds) | 90 |
| Available Bed Days (Adults & Peds) | 32850 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 1616 |
| Discharges (Title XIX; Adults & Peds) | 1618 |
| Total Discharges (Adults & Peds) | 5401 |
| Care Quality Stengths | High overall patient satisfaction. Hospital does a good job at treating conditions like pneumonia so that patients don't have to come back to the hospital. Hospital does an exceptional job of ensuring patients at the hospital do not get infections |
|---|---|
| Care Quality Concerns | Hospital has multiple significant high-patient-mortality concerns. Hospital has an long ER wait time. It takes on average over 3 hours for patients to be seen and treated |
| Nurse Communication – Star Rating | |
|---|---|
| Doctor Communication – Star Rating | |
| Staff Responsiveness – Star Rating | |
| Communication About Medicines – Star Rating | |
| Discharge Information – Star Rating | |
| Care Transition – Star Rating | |
| Cleanliness – Star Rating | |
| Quietness – Star Rating | |
| Overall Hospital Rating – Star Rating | |
| Recommend Hospital – Star Rating |
| Percent of Patients Who Definitely Recommend the Hospital | 63% |
|---|
| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | No Different Than National Average |
|---|---|
| Mortality Group – Death Rate for Heart Attack Patients | No Different Than National Average |
| Mortality Group – Death Rate for CABG Surgery Patients | |
| Mortality Group – Death Rate for COPD Patients | No Different Than National Average |
| Mortality Group – Death Rate for Heart Failure Patients | No Different Than National Average |
| Mortality Group – Death Rate for Pneumonia Patients | No Different Than National Average |
| Mortality Group – Death Rate for Stroke Patients | Worse Than National Average |
| Mortality Group – Pressure Ulcer Rate | Worse Than National Average |
| Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications | No Different Than National Average |
| Mortality Group – Iatrogenic Pneumothorax Rate | No Different Than National Average |
| Mortality Group – In-Hospital Fall with Hip Fracture Rate | |
| Mortality Group – Postoperative Hemorrhage or Hematoma Rate | No Different Than National Average |
| Mortality Group – Postoperative Acute Kidney Injury Requiring Dialysis Rate | No Different Than National Average |
| Mortality Group – Postoperative Respiratory Failure Rate | No Different Than National Average |
| Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate | No Different Than National Average |
| Mortality Group – Postoperative Sepsis Rate | No Different Than National Average |
| Mortality Group – Postoperative Wound Dehiscence Rate | No Different Than National Average |
| Mortality Group – Abdominopelvic Accidental Puncture or Laceration Rate | No Different Than National Average |
| Mortality Group – CMS Medicare PSI 90: Patient Safety and Adverse Events Composite | Worse Than National Average |
| Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 189 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | -9 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 20.3 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -24.3 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 14.5 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 10.4 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 6.4 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 0.8 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 14.6 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 16.6 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 20 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 13.1 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 14.5 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Average Days per 100 Discharges |
| Readmission Group Hospital Return Days for Heart Failure Patients | Average Days per 100 Discharges |
| Readmission Group Hospital Return Days for Pneumonia Patients | Fewer Days Than Average per 100 Discharges |
| Readmission Group Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | No Different Than the National Rate |
| Readmission Group Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | No Different Than the National Rate |
| Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | No Different Than the National Rate |
| Readmission Group Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | No Different than expected |
| Readmission Group Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | No Different Than the National Rate |
| Readmission Group Rate of Readmission for CABG | Not Available |
| Readmission Group Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | No Different Than the National Rate |
| Readmission Group Heart Failure (HF) 30-Day Readmission Rate | No Different Than the National Rate |
| Readmission Group Rate of Readmission After Hip/Knee Replacement | No Different Than the National Rate |
| Readmission Group Rate of Readmission After Discharge From Hospital (Hospital-Wide) | Better Than the National Rate |
| Readmission Group Pneumonia (PN) 30-Day Readmission Rate | No Different Than the National Rate |
| CLABSI SIR (Standardized Infection Ratio) | 0.000 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.000 |
| SSI SIR (Standardized Infection Ratio) | 0.345 |
| CDI SIR (Standardized Infection Ratio) | 0.374 |
| MRSA SIR (Standardized Infection Ratio) | 0.000 |
| Fiscal Year Begin | Oct 01, 2021 |
|---|---|
| Fiscal Year End | Sep 30, 2022 |
| Charity Care Cost | $4,953 |
|---|---|
| Bad Debt Expense | $6,346 |
| Uncompensated Care Cost | $6,938 |
| Total Uncompensated Care | $6,938 |
| Total Salaries | $113,123 |
|---|---|
| Overhead Expenses (Non-Salary) | $190,933 |
| Depreciation Expense | $11,846 |
| Total Operating Costs | $215,233 |
| Inpatient Charges | $234,440 |
|---|---|
| Outpatient Charges | $500,430 |
| Total Patient Charges | $734,870 |
| Core Wage Costs | $22,593 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $113,123 |
| Contract Labor (Patient Care) | $20,937 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) | $68 |
| Cash & Bank Balances | $17,227 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $109,749 |
| Allowance for Doubtful Accounts | $-79,006 |
| Inventory | $7,257 |
| Prepaid Expenses | $5,593 |
| Other Current Assets | |
| Total Current Assets | $85,577 |
| Land Value | $4,825 |
|---|---|
| Land Improvements Value | $6,790 |
| Building Value | $198,598 |
| Leasehold Improvements | $343 |
| Fixed Equipment Value | |
| Major Movable Equipment | $89,671 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $126,945 |
| Long-Term Investments | $183,253 |
|---|---|
| Other Assets | $8,569 |
| Total Other Assets | $191,822 |
| Total Assets | $404,344 |
| Accounts Payable | $-41,325 |
|---|---|
| Salaries & Wages Payable | $17,560 |
| Payroll Taxes Payable | $2,275 |
| Short-Term Debt | $4,864 |
| Deferred Revenue | |
| Other Current Liabilities | $68,686 |
| Total Current Liabilities | $52,058 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $72,463 |
| Total Long-Term Liabilities | $72,463 |
| Total Liabilities | $124,521 |
| General Fund Balance | $279,823 |
|---|---|
| Total Fund Balances | $279,823 |
| Total Liabilities & Equity | $404,344 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | |
| DRG (Post-Oct 1) | $18,147 |
| Outlier Payments | |
| DSH Adjustment | $855 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $8,428 |
| Total IME Payments | $2,025 |
| Inpatient Revenue | $234,440 |
|---|---|
| Outpatient Revenue | $551,967 |
| Total Patient Revenue | $786,407 |
| Contractual Allowances & Discounts | $535,000 |
| Net Patient Revenue | $251,408 |
| Total Operating Expenses | $304,056 |
| Net Service Income | $-52,648 |
| Other Income | $60,817 |
| Total Income | $8,169 |
| Other Expenses | $-414 |
| Net Income | $8,583 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | |
| Medicaid Charges | |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | SAP |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |