• CMS rates this facility 1/5 stars (below average)
• Has 50 certified beds with an average of 28.6 residents per day (57% occupancy)
• Last health inspection found 23 deficiencies (inspected May 14, 2025)
• No fines on record
• Total nursing staff: 4.11 hours per resident per day
• Staff turnover rate: 56.1% (high)
• Part of the Ephram Lahasky chain (28 facilities)
Valley View Manor Hcc is a 1-star Medicare and Medicaid certified nursing home in Lamberton, Minnesota with 50 certified beds. It has been operating since 1986. The facility scored below average compared to Minnesota facilities.
Prevent the use of unnecessary psychotropic medications or use medications that may restrain a resident's ability to function.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
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 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.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
Arrange for the provision of hospice services or assist the resident in transferring to a facility that will arrange for the provision of hospice services.
Set up an ongoing quality assessment and assurance group to review quality deficiencies and develop corrective plans of action.
Prevent the use of unnecessary psychotropic medications or use medications that may restrain a resident's ability to function.
Ensure each resident receives an accurate assessment.
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 that nurses and nurse aides have the appropriate competencies to care for every resident in a way that maximizes each resident's well being.
Provide sufficient support personnel to safely and effectively carry out the functions of the food and nutrition service.
Conduct and document a facility-wide assessment to determine what resources are necessary to care for residents competently during both day-to-day operations (including nights and weekends) and emergencies.
Arrange for the provision of hospice services or assist the resident in transferring to a facility that will arrange for the provision of hospice services.
Provide and implement an infection prevention and control program.
Implement a program that monitors antibiotic use.
Develop and implement policies and procedures for flu and pneumonia vaccinations.
Allow residents to self-administer drugs if determined clinically appropriate.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Honor the resident's right to manage his or her financial affairs.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
Employ sufficient staff with the appropriate competencies and skills sets to carry out the functions of the food and nutrition service, including a qualified dietician.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Provide or get specialized rehabilitative services as required for a resident.
+ 20 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 |
|---|---|---|---|---|
| AREM, JEFFREY | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 13% | Jul 14, 2015 |
| FARKOVITS, JOSHUA | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 21% | Apr 1, 2016 |
| KATZ, ABE | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 21% | Apr 1, 2016 |
| LAHASKY, EPHRAM | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 46% | Apr 1, 2016 |
| DORR-JONES, SHAWNA | W-2 MANAGING EMPLOYEE | Individual | N/A | Sep 1, 2015 |
| GOERITZ, THOMAS | W-2 MANAGING EMPLOYEE | Individual | N/A | Mar 15, 2016 |
This chain operates 28 facilities. View all →