CMS data snapshot: July 2026
Facility results compared with averages for CMS-certified nursing homes in Minnesota. Ratings, staffing and turnover measure different parts of care and should be reviewed together.
Comparisons use the matching CMS state averages without a proprietary combined score. Review the comparison methodology.
A side-by-side view of the two CMS inspection cycles included in the current dataset.
Citation counts alone do not show severity. Review the inspection details below for scope, severity and correction status.
Cost data: Genworth/CareScout Cost of Care Survey (2024). Demographics: U.S. Census Bureau ACS (2022).
Swipe tabs for staffing, quality and ownership.
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. Its overall CMS rating is 1 out of 5.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Prevent the use of unnecessary psychotropic medications or use medications that may restrain a resident's ability to function.
Ensure services provided by the nursing facility meet professional standards of quality.
Provide care and assistance to perform activities of daily living for any resident who is unable.
Provide appropriate care for a resident to maintain and/or improve range of motion (ROM), limited ROM and/or mobility, unless a decline is for a medical reason.
Try different approaches before using a bed rail. If a bed rail is needed, the facility must (1) assess a resident for safety risk; (2) review these risks and benefits with the resident/representative; (3) get informed consent; and (4) Correctly install and maintain the bed rail.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Protect each resident from separation (from other residents, his/her room, or confinement to his/her room).
Honor the resident's right to be treated with respect and dignity and to retain and use personal possessions.
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.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Provide care and assistance to perform activities of daily living for any resident who is unable.
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 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.
Develop and implement policies and procedures for flu and pneumonia vaccinations.
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 a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
+ 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 |
|---|---|---|---|---|
| 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 |
| 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 |
| 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 |
Compare CMS ratings and recorded fines for Neilson Place and nearby alternatives.
Distance is approximate. Ratings and enforcement data use the current CMS snapshot; recorded fines are not a complete measure of care quality. How nearby facilities are selected.
This chain operates 4 facilities. View all →