• CMS rates this facility 2/5 stars (below average)
• Has 51 certified beds with an average of 45.9 residents per day (90% occupancy)
• Last health inspection found 11 deficiencies (inspected Apr 10, 2025)
• Has been fined a total of $123,442 across 2 fine(s)
• Total nursing staff: 6.78 hours per resident per day
• Staff turnover rate: 18.5%
• Part of the Adventist Health chain (5 facilities)
Adventist Health Delano is a 2-star Medicare and Medicaid certified nursing home in Delano, California with 51 certified beds. It has been operating since 1974. The facility scored below average compared to California facilities.
Provide care and assistance to perform activities of daily living for any resident who is unable.
Develop and implement policies and procedures to prevent abuse, neglect, and theft.
Assist a resident in gaining access to vision and hearing services.
Establish a governing body that is legally responsible for establishing and implementing policies for managing and operating the facility and appoints a properly licensed administrator responsible for managing the facility.
Ensure that residents are fully informed and understand their health status, care and treatments.
Coordinate assessments with the pre-admission screening and resident review program; and referring for services as needed.
Ensure services provided by the nursing facility meet professional standards of quality.
Ensure the activities program is directed by a qualified professional.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Have the Quality Assessment and Assurance group have the required members and meet at least quarterly
Provide and implement an infection prevention and control program.
Ensure that each resident is free from the use of physical restraints, unless needed for medical treatment.
Provide care and assistance to perform activities of daily living for any resident who is unable.
Ensure services provided by the nursing facility meet professional standards of quality.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Ensure drugs and biologicals used in the facility are labeled in accordance with currently accepted professional principles; and all drugs and biologicals must be stored in locked compartments, separately locked, compartments for controlled drugs.
Have a policy regarding use and storage of foods brought to residents by family and other visitors.
Develop and implement policies and procedures to prevent abuse, neglect, and theft.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
Honor the resident's right to voice grievances without discrimination or reprisal and the facility must establish a grievance policy and make prompt efforts to resolve grievances.
Provide appropriate foot care.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Develop and implement policies and procedures to prevent abuse, neglect, and theft.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Provide enough nursing staff every day to meet the needs of every resident; and have a licensed nurse in charge on each shift.
Make sure that a working call system is available in each resident's bathroom and bathing area.
Ensure services provided by the nursing facility meet professional standards of quality.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
+ 31 more deficiencies
Staffing hours per resident per day. The black line shows the national average.
Quality measures as percentages of residents. Lower is better for all measures.
| Name | Role | Type | Ownership % | Since |
|---|---|---|---|---|
| BANKS, DAVID | CORPORATE DIRECTOR | Individual | N/A | Dec 31, 2019 |
| CHERRY, ROBERT | CORPORATE DIRECTOR | Individual | N/A | Dec 31, 2019 |
| DAVIS, ANDREW | CORPORATE DIRECTOR | Individual | N/A | Dec 31, 2019 |
| FEHR, JOY | CORPORATE DIRECTOR | Individual | N/A | Oct 1, 2020 |
| FREEDMAN, JOHN | CORPORATE DIRECTOR | Individual | N/A | Dec 31, 2019 |
| HEINRICH, KERRY | CORPORATE DIRECTOR | Individual | N/A | Dec 31, 2019 |
| HOFHEINS, TODD | CORPORATE DIRECTOR | Individual | N/A | Dec 31, 2021 |
| INNOCENT, LARRY | CORPORATE DIRECTOR | Individual | N/A | Dec 31, 2019 |
| NEWTON, BRADFORD | CORPORATE DIRECTOR | Individual | N/A | Aug 16, 2021 |
| OCAMPO, LUCY | CORPORATE DIRECTOR | Individual | N/A | Dec 31, 2019 |
| REINER, RICHARD | CORPORATE DIRECTOR | Individual | N/A | Dec 31, 2019 |
| SALAZAR, VELINO | CORPORATE DIRECTOR | Individual | N/A | Dec 31, 2019 |
| WOODSON, MARC | CORPORATE DIRECTOR | Individual | N/A | Dec 31, 2019 |
| WELLS, JASON | CORPORATE OFFICER | Individual | N/A | Jan 23, 2023 |
| WELLS, JASON | W-2 MANAGING EMPLOYEE | Individual | N/A | Jan 23, 2023 |
This chain operates 5 facilities. View all →