• CMS rates this facility 1/5 stars (below average)
• Has 137 certified beds with an average of 59.6 residents per day (44% occupancy)
• Last health inspection found 8 deficiencies (inspected Oct 2, 2025)
• Has been fined a total of $67,900 across 2 fine(s)
• Total nursing staff: 3.68 hours per resident per day
• Staff turnover rate: 58.3% (high)
Ridgecrest Village is a 1-star Medicare and Medicaid certified nursing home in Davenport, Iowa with 137 certified beds. It has been operating since 1967. The facility scored below average compared to Iowa facilities.
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 a dignified existence, self-determination, communication, and to exercise his or her rights.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Have a plan that describes the process for conducting QAPI and QAA activities.
Have the Quality Assessment and Assurance group have the required members and meet at least quarterly
Provide and implement an infection prevention and control program.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Provide safe, appropriate dialysis care/services for a resident who requires such services.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Provide appropriate care for residents who are continent or incontinent of bowel/bladder, appropriate catheter care, and appropriate care to prevent urinary tract infections.
Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
Assess the resident completely in a timely manner when first admitted, and then periodically, at least every 12 months.
Assure that each resident’s assessment is updated at least once every 3 months.
Encode each resident’s assessment data and transmit these data to the State within 7 days of assessment.
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
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Ensure each resident’s drug regimen must be free from unnecessary 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.
Have a plan that describes the process for conducting QAPI and QAA activities.
Have the Quality Assessment and Assurance group have the required members and meet at least quarterly
Provide and implement an infection prevention and control program.
Conduct mandatory training, for all staff, on the facility’s Quality Assurance and Performance Improvement Program.
Ensure each resident receives an accurate assessment.
Coordinate assessments with the pre-admission screening and resident review program; and referring for services as needed.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Provide appropriate care for residents who are continent or incontinent of bowel/bladder, appropriate catheter care, and appropriate care to prevent urinary tract infections.
+ 11 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, JOHN | CORPORATE DIRECTOR | Individual | N/A | Jul 1, 2015 |
| ANDREWS, JAMES | CORPORATE DIRECTOR | Individual | N/A | Jul 1, 2021 |
| BEADERSTADT, MICHAEL | CORPORATE DIRECTOR | Individual | N/A | Jul 1, 2021 |
| BOETTCHER, DAWN | CORPORATE DIRECTOR | Individual | N/A | Jul 1, 2019 |
| BOWLES-EDWARDS, MARTHA | CORPORATE DIRECTOR | Individual | N/A | Jul 1, 2013 |
| BREUMMER, DIANA | CORPORATE DIRECTOR | Individual | N/A | Jul 1, 2021 |
| CONGDON, RALPH | CORPORATE DIRECTOR | Individual | N/A | Jul 1, 2016 |
| DORHMANN, KRISTINE | CORPORATE DIRECTOR | Individual | N/A | Jul 1, 2020 |
| ENGSTROM, ERIC | CORPORATE DIRECTOR | Individual | N/A | Jul 1, 2017 |
| KRIEG, CHRIS | CORPORATE DIRECTOR | Individual | N/A | Jul 1, 2018 |
| MCAFOOS, PATRICIA | CORPORATE DIRECTOR | Individual | N/A | Jul 1, 2014 |
| MCDONALD, ELLIOT | CORPORATE DIRECTOR | Individual | N/A | Jul 1, 2019 |
| MCDONALD, PATRICK | CORPORATE DIRECTOR | Individual | N/A | Mar 7, 2022 |
| TIEDJE, JIM | CORPORATE DIRECTOR | Individual | N/A | Jul 1, 2017 |
| WAGNER, JOHN | CORPORATE DIRECTOR | Individual | N/A | Jul 1, 2021 |
| WELLS, AMELIA | CORPORATE DIRECTOR | Individual | N/A | Jul 1, 2020 |
| ARP, STEPHANIE | W-2 MANAGING EMPLOYEE | Individual | N/A | Oct 20, 2014 |
| FILLMORE, BRENT | W-2 MANAGING EMPLOYEE | Individual | N/A | Mar 18, 2013 |
| MCDONALD, PATRICK | W-2 MANAGING EMPLOYEE | Individual | N/A | Mar 7, 2022 |