CMS data snapshot: July 2026
Facility results compared with averages for CMS-certified nursing homes in California. 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.
Palm Village Retirement Comm. is a 3-star Medicare and Medicaid certified nursing home in Reedley, California with 120 certified beds. It has been operating since 1992. Its overall CMS rating is 3 out of 5.
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.
Provide sufficient support personnel to safely and effectively carry out the functions of the food and nutrition service.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
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.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Ensure services provided by the nursing facility meet professional standards of quality.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
Coordinate assessments with the pre-admission screening and resident review program; and referring for services as needed.
Notify the appropriate authorities when residents with MD or ID services has a significant change in condition.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Provide timely notification to the resident, and if applicable to the resident representative and ombudsman, before transfer or discharge, including appeal rights.
Notify the resident or the resident’s representative in writing how long the nursing home will hold the resident’s bed in cases of transfer to a hospital or therapeutic leave.
Have a registered nurse on duty 8 hours a day; and select a registered nurse to be the director of nurses on a full time basis.
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.
Ensure services provided by the nursing facility meet professional standards of quality.
Provide enough nursing staff every day to meet the needs of every resident; and have a licensed nurse in charge on each shift.
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 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.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
Provide at least one room set aside to use as a resident dining room and for activities, that is a good size, with good lighting, air flow and furniture.
Ensure that each resident is free from the use of physical restraints, unless needed for medical treatment.
+ 3 more deficiencies
No penalties on record.
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 |
|---|---|---|---|---|
| MENNONITE BRETHREN HOMES, INC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 100% | Mar 1, 2008 |
| HIGBEE, JAMES | W-2 MANAGING EMPLOYEE | Individual | N/A | Aug 1, 2023 |
| BRANDT, JACK | CORPORATE DIRECTOR | Individual | N/A | Feb 26, 2019 |
| HIGBEE, JAMES | CORPORATE DIRECTOR | Individual | N/A | Aug 1, 2023 |
| KIRKLAND, GABRIELLE | CORPORATE DIRECTOR | Individual | N/A | Feb 26, 2022 |
| KRIEGBAUM, ARNOLD | CORPORATE DIRECTOR | Individual | N/A | Feb 26, 2019 |
| PETERS, GERALD | CORPORATE DIRECTOR | Individual | N/A | Feb 26, 2019 |
| RAY, KAREN | CORPORATE DIRECTOR | Individual | N/A | Feb 26, 2019 |
| RIVOIRE, CHARLES | CORPORATE DIRECTOR | Individual | N/A | Feb 26, 2019 |
| SWINEY, VIVIAN | CORPORATE DIRECTOR | Individual | N/A | Feb 26, 2013 |
| HIGBEE, JAMES | CORPORATE OFFICER | Individual | N/A | Aug 1, 2023 |
Compare CMS ratings and recorded fines for Palm Village Retirement Comm. 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.