CMS data snapshot: July 2026
Facility results compared with averages for CMS-certified nursing homes in Indiana. 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.
Woodland Manor is a 1-star Medicare and Medicaid certified nursing home in Elkhart, Indiana with 80 certified beds. It has been operating since 1969. Its overall CMS rating is 1 out of 5.
Make sure that the nursing home area is safe, easy to use, clean and comfortable for residents, staff and the public.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
Prevent the use of unnecessary psychotropic medications or use medications that may restrain a resident's ability to function.
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.
Provide timely, quality laboratory services/tests to meet the needs of residents.
Provide the appropriate treatment and services to a resident who displays or is diagnosed with mental disorder or psychosocial adjustment difficulty, or who has a history of trauma and/or post-traumatic stress disorder.
Provide timely notification to the resident, and if applicable to the resident representative and ombudsman, before transfer or discharge, including appeal rights.
Provide care and assistance to perform activities of daily living for any resident who is unable.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
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 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 residents have reasonable access to and privacy in their use of communication methods.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Provide enough nursing staff every day to meet the needs of every resident; and have a licensed nurse in charge on each shift.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
Provide care and assistance to perform activities of daily living for any resident who is unable.
Provide safe, appropriate dialysis care/services for a resident who requires such services.
Make sure that the nursing home area is safe, easy to use, clean and comfortable for residents, staff and the public.
Make sure there is a pest control program to prevent/deal with mice, insects, or other pests.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
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.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
+ 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 |
|---|---|---|---|---|
| CIBC BANK USA | 5% OR GREATER MORTGAGE INTEREST | Organization | N/A | Nov 1, 2020 |
| BORNE-BAUMAN, CANDICE | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jan 1, 2019 |
| FLUECKIGER, RUSSELL | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | May 1, 2015 |
| LEHMAN, SCOTT | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jul 14, 2020 |
| MACKLIN, LARRY | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | May 1, 2015 |
| MCINTIRE, DAVID | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jan 1, 2019 |
| ADAMS COUNTY MEMORIAL HOSPITAL | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | May 1, 2012 |
| WOODLAND NURSING AND REHAB LLC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Nov 1, 2020 |
| BORNE-BAUMAN, CANDICE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2019 |
| FERNANDES, TARYN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 1, 2025 |
| FLUECKIGER, RUSSELL | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 1, 2015 |
| LEHMAN, SCOTT | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 14, 2020 |
| MACKLIN, LARRY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 1, 2015 |
| MCINTIRE, DAVID | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2019 |
| MOORE, LESLIE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Apr 14, 2025 |
| SMITH, SCOTT | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2020 |
| SPRUNGER, KYLE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2018 |
| WHEELER, DANE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 1, 2012 |
| GREATOREX, TINA | INDIVIDUAL IS AN OWNER, PARTNER OR TRUSTEE OF ANY ADP OF THE SNF | Individual | N/A | Jan 8, 2026 |
| SCHIOWITZ, MARC | INDIVIDUAL IS AN OWNER, PARTNER OR TRUSTEE OF ANY ADP OF THE SNF | Individual | N/A | Jan 8, 2026 |
| SEBBAG, GABRIEL | INDIVIDUAL IS AN OWNER, PARTNER OR TRUSTEE OF ANY ADP OF THE SNF | Individual | N/A | Jan 8, 2026 |
| 343 NAPPANEE PROPCO LLC | ADP OF THE SNF | Organization | N/A | Nov 1, 2020 |
| ADVANCED CARE CONSULTANTS LLC | ADP OF THE SNF | Organization | N/A | Sep 1, 2022 |
| BLUE MANAGEMENT SERVICES LLC | ADP OF THE SNF | Organization | N/A | Jan 1, 2024 |
| CLINICAL CONSULTING SERVICES LLC | ADP OF THE SNF | Organization | N/A | Nov 1, 2020 |
| FIRST BANK OF BERNE | ADP OF THE SNF | Organization | N/A | Jan 1, 2020 |
| LME FAMILY HOLDINGS LLC | ADP OF THE SNF | Organization | N/A | Nov 1, 2020 |
| SAMARA FAMILY HOLDINGS LLC | ADP OF THE SNF | Organization | N/A | Nov 1, 2020 |
| SUMMATION FINANCIAL SERVICES LLC | ADP OF THE SNF | Organization | N/A | Nov 1, 2020 |
| WOODLAND NURSING AND REHAB LLC | ADP OF THE SNF | Organization | N/A | Nov 1, 2020 |
| FERNANDES, TARYN | ADP OF THE SNF | Individual | N/A | Mar 1, 2025 |
| MOORE, LESLIE | ADP OF THE SNF | Individual | N/A | Apr 14, 2025 |
Compare CMS ratings and recorded fines for Woodland 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 8 facilities. View all →