CMS data snapshot: July 2026
Facility results compared with averages for CMS-certified nursing homes in Kansas. 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.
Salina Presbyterian Manor is a 1-star Medicare and Medicaid certified nursing home in Salina, Kansas with 60 certified beds. It has been operating since 1994. Its overall CMS rating is 1 out of 5.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Ensure that nurses and nurse aides have the appropriate competencies to care for every resident in a way that maximizes each resident's well being.
Administer the facility in a manner that enables it to use its resources effectively and efficiently.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Have the Quality Assessment and Assurance group have the required members and meet at least quarterly
Ensure that nurses and nurse aides have the appropriate competencies to care for every resident in a way that maximizes each resident's well being.
Ensure food and drink is palatable, attractive, and at a safe and appetizing temperature.
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.
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 necessary information is communicated to the resident, and receiving health care provider at the time of a planned discharge.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
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.
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 safe, appropriate dialysis care/services for a resident who requires such services.
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.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
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 appropriate pressure ulcer care and prevent new ulcers from developing.
Ensure a licensed pharmacist perform a monthly drug regimen review, including the medical chart, following irregularity reporting guidelines in developed policies and procedures.
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 |
|---|---|---|---|---|
| PRESBYTERIAN MANORS INC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 100% | Mar 30, 1989 |
| RADATZ, BRADLEY | W-2 MANAGING EMPLOYEE | Individual | N/A | Jul 30, 2014 |
| BRENNECKE, GARY | CORPORATE DIRECTOR | Individual | N/A | Jul 1, 2015 |
| COOK, JAMES | CORPORATE DIRECTOR | Individual | N/A | Jul 1, 2012 |
| CUMBERLAND, RICHARD | CORPORATE DIRECTOR | Individual | N/A | Jul 1, 2017 |
| HARRIS, DANIEL | CORPORATE DIRECTOR | Individual | N/A | Jul 1, 2006 |
| MCKELL, ELIZABETH | CORPORATE DIRECTOR | Individual | N/A | Jul 1, 2012 |
| MORRISON, AARON | CORPORATE DIRECTOR | Individual | N/A | Jul 1, 2015 |
| NELSON, ELEANOR | CORPORATE DIRECTOR | Individual | N/A | Jul 1, 2010 |
| OTT, RAY | CORPORATE DIRECTOR | Individual | N/A | Sep 1, 2010 |
| WEDEL, RANDY | CORPORATE DIRECTOR | Individual | N/A | Sep 1, 2010 |
| HIND, SHERRY | CORPORATE OFFICER | Individual | N/A | Jul 1, 1989 |
| MILLER, JOAN | CORPORATE OFFICER | Individual | N/A | Sep 1, 1997 |
| OWENS, MELANIE | CORPORATE OFFICER | Individual | N/A | Jul 10, 2017 |
| SHOGREN, BRUCE | CORPORATE OFFICER | Individual | N/A | Aug 5, 1996 |
| TAYLOR, WILLIAM | CORPORATE OFFICER | Individual | N/A | Jul 1, 2015 |
| PRESBYTERIAN MANORS OF MID-AMERICA INC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Mar 30, 1989 |
Compare CMS ratings and recorded fines for Salina Presbyterian Manor 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 14 facilities. View all →