• CMS rates this facility 1/5 stars (below average)
• Has 106 certified beds with an average of 77.1 residents per day (73% occupancy)
• Last health inspection found 22 deficiencies (inspected Jun 26, 2025)
• Has been fined a total of $20,933 across 2 fine(s)
• Total nursing staff: 5.54 hours per resident per day
• Staff turnover rate: 43.7%
Crest View Lutheran Home is a 1-star Medicare and Medicaid certified nursing home in Columbia Heights, Minnesota with 106 certified beds. It has been operating since 1967. The facility scored below average compared to Minnesota facilities.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Provide and implement an infection prevention and control program.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
Allow residents to easily view the nursing home's survey results and communicate with advocate agencies.
Ensure that each resident is free from the use of physical restraints, unless needed for medical treatment.
Provide the required documentation or notification related to the resident's needs, appeal rights, or bed-hold policies.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Ensure residents do not lose the ability to perform activities of daily living unless there is a medical reason.
Provide activities to meet all resident's needs.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Assist a resident in gaining access to vision and hearing services.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Provide safe and appropriate respiratory care for a resident when needed.
Provide care or services that was trauma informed and/or culturally competent.
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.
Ensure food and drink is palatable, attractive, and at a safe and appetizing temperature.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Make sure that the nursing home area is safe, easy to use, clean and comfortable for residents, staff and the public.
Honor the resident's right to a safe, clean, comfortable and homelike environment, including but not limited to receiving treatment and supports for daily living safely.
Develop and implement policies and procedures to prevent abuse, neglect, and theft.
Put firmly secured handrails on each side of hallways.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Provide activities to meet all resident's needs.
Provide medically-related social services to help each resident achieve the highest possible quality of life.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Allow residents to self-administer drugs if determined clinically appropriate.
Reasonably accommodate the needs and preferences of each resident.
Not transfer or discharge a resident without an adequate reason; and must provide documentation and convey specific information when a resident is transferred or discharged.
+ 17 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 |
|---|---|---|---|---|
| ANDERSON, GABRIELLE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 7, 2025 |
| FOX, TERESE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 7, 2025 |
| JOHNSON, CHRIS | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 1, 2022 |
| MELTON, JENNIFER | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 7, 2025 |
| AHRENDT, ANDREW | CORPORATE DIRECTOR | Individual | N/A | Apr 19, 2018 |
| LANDREVILLE, MARK | CORPORATE DIRECTOR | Individual | N/A | Nov 12, 2024 |
| MOE, SHERILYN | CORPORATE DIRECTOR | Individual | N/A | Sep 1, 2022 |
| TESKE, GLEN | CORPORATE DIRECTOR | Individual | N/A | Sep 1, 2022 |
| ANDERSON, GABRIELLE | CORPORATE OFFICER | Individual | N/A | Jul 1, 2024 |
| MILLER, JOHN | CORPORATE OFFICER | Individual | N/A | Sep 1, 2022 |
| OLSON, WAYNE | CORPORATE OFFICER | Individual | N/A | May 1, 2024 |