Prairie Lakes Healthcare System, located at 401 9th Avenue NW, Post Office Box 1210, Watertown, SD, is your regional healthcare provider serving northeastern South Dakota and western Minnesota. As an independent, non-profit rural healthcare system, we are dedicated to providing accessible, high-quality, and compassionate care, with a mission to make a positive difference in the health of our patients and communities. With a wide range of medical services and a commitment to exceptional care every day, Prairie Lakes is the keystone of our community's health, offering innovative medicine with a personal touch. We treat you like family because here, you are family.
| Hospital Name | Prairie Lakes Healthcare System |
|---|---|
| Facility ID | 430005 |
| Address | 401 9TH AVENUE NW POST OFFICE BOX 1210 |
|---|---|
| City/Town | Watertown |
| State | SD |
| ZIP Code | 57201 |
| County/Parish | CODINGTON |
| Health System | Independent |
|---|---|
| Health System Website Domain | prairielakes.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 1 |
|---|---|
| Health System Total Beds | 81 |
| Health System Hospital Locations | South Dakota |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Voluntary Nonprofit, Other |
| Emergency Services | Yes |
John Allen was appointed President and CEO following a nation-wide search and began his role on February 27, 2023. [4] He has 30 years of demonstrated performance in healthcare management, executive leadership, and business. [4] He has an extensive history in strategic service line planning, operations leadership, and partnering with physicians and across organizations. [4] Allen earned a Bachelor of Arts in Economics and Theater from Concordia College and a Master of Business Administrator degree with a focus in finance from the University of Minnesota Carlson School of Management. [4] He relocated to Watertown, SD from Boise, ID, where he previously served as the System Vice President, Enterprise Planning and Decision Support for St. Luke's Health System. [4]
Prairie Lakes Healthcare System welcomed Lynn Severson as Chief Financial Officer in October 2023. [2] Severson provides executive leadership for financial management at PLHS. [2] She grew up in Duluth, MN, and received her accounting degree from the University of Wisconsin Superior and a master's degree in healthcare administration from Concordia University in St. Paul, MN. [2] She has over 20 years of experience in healthcare, most recently as the Chief Operating Officer at Cuyuna Regional Medical Center. [2] Prior to that, she held various financial leadership roles at Essentia Health. [2] Severson is a member of the Healthcare Financial Management Association and is active in United Way. [2]
Alison Gilbertson was appointed Vice President of Human Resources in November 2022. [8] She holds a master's degree from the University of South Dakota and her undergraduate degree from South Dakota State University. [8] She has been with Prairie Lakes for 10 years, and 8 years prior, serving in several leadership roles including Director of Human Resources, Executive Director of the Prairie Lakes Healthcare Foundation, Organizational Development Specialist, Medical Staff Liaison and Recruiter, and Outreach Coordinator. [8] Previously, she served as the Executive Director of Golden Living Center in Lake Norden, SD. [8]
Laurie Fieber was appointed to the position of Vice President of Clinic Operations (listed as Vice President of Operations in other mentions) in November 2022. [8, 2] She received her nursing degree from the University of South Dakota and her Master of Science in nursing from Grand Canyon University. [8] She has been with Prairie Lakes for almost 20 years, serving patients in the ER, Same Day Surgery, Home Health/Hospice, and Cath Lab. [8] Fieber previously held the leadership role of Director of General Surgery, ENT Clinic, Outreach Clinics and Central Scheduling. [8]
Prairie Lakes Healthcare System welcomed Tim Pugsley as Chief Information Officer in September 2023. [7] Pugsley provides executive leadership for strategic information technology initiatives at PLHS. [7] He graduated from Bellevue University with a degree in Management of Information Systems and earned a master's in business administration. [7] He is a Fellow with the American College of Healthcare Executives, Health Information Management Systems Society, and College of Healthcare Information Management Executives. [7] Pugsley is also a certified Healthcare CIO and sits on the board of directors for the Minnesota State Health Information Management Systems Society Chapter and the national chapter of the Association for Executives in Healthcare Information Technology. [7] He recently relocated from Mankato, Minnesota, where he had responsibility for technology and analytics teams for a multi-specialty physician group. [7] Before that, he was the CIO at Titus Regional Medical Center in Mount Pleasant, Texas, for seven years and CIO for a physician-owned orthopedic hospital for 10 years. [7]
Lisa Dahl is the Executive Director of the Prairie Lakes Healthcare Foundation. [6] The Foundation exists to raise funds to support and advance the health services available through Prairie Lakes Healthcare System. [6]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 81 |
|---|
| FTE Employees on Payroll | 458.44 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 4675 |
| Inpatient Days (Title XIX) | 1159 |
| Total Inpatient Days | 9808 |
| Bed Count | 69 |
| Available Bed Days | 28437 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 1085 |
| Discharges (Title XIX) | 178 |
| Total Discharges | 2420 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 3398 |
| Inpatient Days (Title XIX; Adults & Peds) | 685 |
| Total Inpatient Days (Adults & Peds) | 6511 |
| Bed Count (Adults & Peds) | 61 |
| Available Bed Days (Adults & Peds) | 25517 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 1085 |
| Discharges (Title XIX; Adults & Peds) | 178 |
| Total Discharges (Adults & Peds) | 2420 |
| Care Quality Stengths | Average overall patient satisfaction. The hospital is average in every measured mortality rate Hospital has an average ER wait time. Patients are seen and treated on average in 2-3 hours. Hospital does a good job at treating conditions like pneumonia so that patients don't have to come back to the hospital. |
|---|---|
| Care Quality Concerns |
| 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 | 67% |
|---|
| 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 | No Different Than National Average |
| Mortality Group – Pressure Ulcer Rate | No Different Than National Average |
| Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications | |
| 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 | No Different Than National Average |
| Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 124 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -10.5 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -29.7 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 10.3 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 5.9 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 0.9 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 14 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 18.7 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 19.6 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4.1 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.5 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Number of Cases Too Small |
| 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) | No Different Than the National Rate |
| Readmission Group Pneumonia (PN) 30-Day Readmission Rate | No Different Than the National Rate |
| CLABSI SIR (Standardized Infection Ratio) | N/A |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.719 |
| SSI SIR (Standardized Infection Ratio) | 0.318 |
| CDI SIR (Standardized Infection Ratio) | 0.162 |
| MRSA SIR (Standardized Infection Ratio) | N/A |
| Fiscal Year Begin | Jun 01, 2022 |
|---|---|
| Fiscal Year End | May 31, 2023 |
| Charity Care Cost | $853 |
|---|---|
| Bad Debt Expense | $3,996 |
| Uncompensated Care Cost | $2,447 |
| Total Uncompensated Care | $2,841 |
| Total Salaries | $54,984 |
|---|---|
| Overhead Expenses (Non-Salary) | $75,021 |
| Depreciation Expense | $4,180 |
| Total Operating Costs | $95,217 |
| Inpatient Charges | $48,521 |
|---|---|
| Outpatient Charges | $189,698 |
| Total Patient Charges | $238,218 |
| Core Wage Costs | $7,439 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $54,984 |
| Contract Labor (Patient Care) | $3,020 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $8,600 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $11,608 |
| Allowance for Doubtful Accounts | |
| Inventory | $3,333 |
| Prepaid Expenses | $1,524 |
| Other Current Assets | |
| Total Current Assets | $25,066 |
| Land Value | $4,423 |
|---|---|
| Land Improvements Value | $2,937 |
| Building Value | $86,717 |
| Leasehold Improvements | |
| Fixed Equipment Value | $36,914 |
| Major Movable Equipment | $38,703 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $71,891 |
| Long-Term Investments | $73,019 |
|---|---|
| Other Assets | $235,005 |
| Total Other Assets | $308,024 |
| Total Assets | $404,981 |
| Accounts Payable | $4,324 |
|---|---|
| Salaries & Wages Payable | $7,465 |
| Payroll Taxes Payable | |
| Short-Term Debt | $2,315 |
| Deferred Revenue | |
| Other Current Liabilities | $4,898 |
| Total Current Liabilities | $19,001 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $29,577 |
| Total Long-Term Liabilities | $29,577 |
| Total Liabilities | $48,579 |
| General Fund Balance | $356,402 |
|---|---|
| Total Fund Balances | $356,402 |
| Total Liabilities & Equity | $404,981 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $3,530 |
| DRG (Post-Oct 1) | $6,656 |
| Outlier Payments | |
| DSH Adjustment | $77 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $974 |
| Total IME Payments |
| Inpatient Revenue | $53,227 |
|---|---|
| Outpatient Revenue | $222,947 |
| Total Patient Revenue | $276,174 |
| Contractual Allowances & Discounts | $152,316 |
| Net Patient Revenue | $123,858 |
| Total Operating Expenses | $135,966 |
| Net Service Income | $-12,108 |
| Other Income | $-11,532 |
| Total Income | $-23,640 |
| Other Expenses | |
| Net Income | $-23,640 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $6,193 |
| Medicaid Charges | $16,480 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic Community Connect |
|---|---|
| EHR Version | EpicCare Community Connect |
| EHR is Changing | Yes--In Process of Replacing |
| ERP | Unknown |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |