• CMS rates this facility 1/5 stars (below average)
• Has 28 certified beds with an average of 25.3 residents per day (90% occupancy)
• Last health inspection found 5 deficiencies (inspected Aug 21, 2025)
• Has been fined a total of $23,813 across 1 fine(s)
• Total nursing staff: 4.12 hours per resident per day
• Staff turnover rate: 63.4% (high)
Parkview Manor Care Center is a 1-star Medicare and Medicaid certified nursing home in Reinbeck, Iowa with 28 certified beds. It has been operating since 2003. The facility scored below average compared to Iowa facilities.
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.
Provide the required documentation or notification related to the resident's needs, appeal rights, or bed-hold policies.
Coordinate assessments with the pre-admission screening and resident review program; and referring for services as needed.
Post nurse staffing information every day.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Respond appropriately to all alleged violations.
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.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
Give residents notice of Medicaid/Medicare coverage and potential liability for services not covered.
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 services provided by the nursing facility meet professional standards of quality.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
Ensure that the resident and his/her doctor meet face-to-face at all required visits.
Provide enough nursing staff every day to meet the needs of every resident; and have a licensed nurse in charge on each shift.
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 that residents are free from significant medication errors.
Provide and implement an infection prevention and control program.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Keep residents' personal and medical records private and confidential.
Ensure each resident receives an accurate assessment.
Create and put into place a plan for meeting the resident's most immediate needs within 48 hours of being admitted
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
Assess the resident when there is a significant change in condition
Ensure necessary information is communicated to the resident, and receiving health care provider at the time of a planned discharge.
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.
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 |
|---|---|---|---|---|
| MILLER, CONNIE | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 27% | Jan 1, 1981 |
| MILLER, WALTER | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 27% | Jan 1, 1981 |
| WESTERN HOME SERVICES INC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Jan 26, 2010 |
| HARRIS, JERRY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2022 |
| O'LEARY, PATRICK | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2022 |
| SELENKE, GREGORY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2010 |
| FOGT, MICHAEL | CORPORATE DIRECTOR | Individual | N/A | May 6, 2011 |
| PETERSEN, RON | CORPORATE DIRECTOR | Individual | N/A | May 1, 2018 |
| SCHILDROTH, DIXIE | CORPORATE DIRECTOR | Individual | N/A | May 8, 2010 |
| SNIDER, GREG | CORPORATE DIRECTOR | Individual | N/A | Sep 24, 2015 |
| THESING, JEFFREY | CORPORATE DIRECTOR | Individual | N/A | May 5, 2010 |
| FOGT, MICHAEL | CORPORATE OFFICER | Individual | N/A | May 3, 2016 |
| KRAMER, SCOTT | CONTRACTED MANAGING EMPLOYEE | Individual | N/A | Jan 1, 2019 |
| DAVIS, PAMELA | W-2 MANAGING EMPLOYEE | Individual | N/A | Jul 17, 2000 |