• CMS rates this facility 1/5 stars (below average)
• Has 78 certified beds with an average of 72.7 residents per day (93% occupancy)
• Last health inspection found 16 deficiencies (inspected Dec 5, 2024)
• Has been fined a total of $36,342 across 2 fine(s)
• Total nursing staff: 4.02 hours per resident per day
• Staff turnover rate: 60.0% (high)
• Part of the Sanford Health Good Samaritan (prospera) chain (4 facilities)
Neilson Place is a 1-star Medicare and Medicaid certified nursing home in Bemidji, Minnesota with 78 certified beds. It has been operating since 1979. 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.
Honor the resident's right to be treated with respect and dignity and to retain and use personal possessions.
Protect each resident from separation (from other residents, his/her room, or confinement to his/her room).
Provide and implement an infection prevention and control program.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Provide care and assistance to perform activities of daily living for any resident who is unable.
Provide enough food/fluids to maintain a resident's health.
Post nurse staffing information every day.
Ensure a licensed pharmacist perform a monthly drug regimen review, including the medical chart, following irregularity reporting guidelines in developed policies and procedures.
Implement gradual dose reductions(GDR) and non-pharmacological interventions, unless contraindicated, prior to initiating or instead of continuing psychotropic medication; and PRN orders for psychotropic medications are only used when the medication is necessary and PRN use is limited.
Ensure medication error rates are not 5 percent or greater.
Ensure menus must meet the nutritional needs of residents, be prepared in advance, be followed, be updated, be reviewed by dietician, and meet the needs of the resident.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Provide and implement an infection prevention and control program.
Develop and implement policies and procedures for flu and pneumonia vaccinations.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Provide basic life support, including CPR, prior to the arrival of emergency medical personnel , subject to physician orders and the resident’s advance directives.
Ensure each resident must receive and the facility must provide necessary behavioral health care and services.
Ensure that residents are free from significant medication errors.
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.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Respond appropriately to all alleged violations.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
Honor the resident's right to request, refuse, and/or discontinue treatment, to participate in or refuse to participate in experimental research, and to formulate an advance directive.
Develop and implement policies and procedures to prevent abuse, neglect, and theft.
Provide activities to meet all resident's needs.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
+ 14 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 |
|---|---|---|---|---|
| SANFORD NORTH | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 100% | May 1, 2014 |
| SANFORD | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | 100% | May 1, 2014 |
| CAIN, JAMES | CORPORATE DIRECTOR | Individual | N/A | Nov 19, 2015 |
| ENGBRECHT, WESLEY | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2021 |
| GASSEN, WILLIAM | CORPORATE DIRECTOR | Individual | N/A | Nov 24, 2020 |
| GULSVIG, NEIL | CORPORATE DIRECTOR | Individual | N/A | Mar 28, 2019 |
| JACOBS, DONALD | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2014 |
| LUNDEEN, MARK | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2014 |
| MOLBERT, LAURIS | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2021 |
| NORTH, ANDREW | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2017 |
| TEIKEN, BRENT | CORPORATE DIRECTOR | Individual | N/A | May 1, 2014 |
| VENTLING-HERRMANN, MARNIE | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2022 |
| GASSEN, WILLIAM | CORPORATE OFFICER | Individual | N/A | Nov 24, 2020 |
| MARLETTE, WILLIAM | CORPORATE OFFICER | Individual | N/A | Jun 16, 2023 |
| MORRISON, TONY | CORPORATE OFFICER | Individual | N/A | Feb 1, 1991 |
| DULSKI, KARIN | W-2 MANAGING EMPLOYEE | Individual | N/A | Nov 19, 2012 |
| GASSEN, WILLIAM | W-2 MANAGING EMPLOYEE | Individual | N/A | Nov 24, 2020 |
| MARLETTE, WILLIAM | W-2 MANAGING EMPLOYEE | Individual | N/A | Jun 16, 2023 |
| MORRISON, TONY | W-2 MANAGING EMPLOYEE | Individual | N/A | Feb 1, 1991 |
| MUNSON, JOLYN | W-2 MANAGING EMPLOYEE | Individual | N/A | Feb 25, 2013 |
| SWENSON, STEPHANIE | W-2 MANAGING EMPLOYEE | Individual | N/A | Nov 1, 2019 |
This chain operates 4 facilities. View all →