1/5
CMS (the Centers for Medicare & Medicaid Services) is the federal agency that rates nursing home quality. Its Overall Rating runs from 1 to 5 stars, combining health inspections, staffing, and quality measures, with inspections weighted most heavily.
1/5
CMS (the Centers for Medicare & Medicaid Services) is the federal agency that rates nursing home quality. Its Overall Rating runs from 1 to 5 stars, combining health inspections, staffing, and quality measures, with inspections weighted most heavily.
St. Mark’s Heritage Community is a 54-bed nonprofit facility that has provided senior care for 63 years. The building handles a mix of short-term recovery and specialized memory care, generating an average length of stay of 97 days. The payer mix is balanced between private pay (60%), Medicare short-term rehab (35%), and Medicaid (5%). Business logs show the facility operates at 58% occupancy in a highly walkable neighborhood. Financial tracking indicates the community is moving out of historical deficits, nearing breakeven status with a slim negative 0.8% profit margin.
Public health databases reveal a high volume of daily care staffing alongside a history of minimal regulatory penalties. Direct nursing hours average 5 hours and 52 minutes per resident daily, running 15% ahead of the Minnesota baseline to rank 9th highest out of 85 facilities statewide. Weekend nurse coverage also runs 25% above the state average, maintaining a favorable 3.06:1 overall staff-to-resident ratio.
On the regulatory side, the property holds the top state ranking for penalty avoidance, carrying zero federal financial fines and only a single, one-day payment denial from February 2025. Long-term quality metrics show uneven clinical outcomes; residents demonstrate above-average emotional wellness with lower depression scores and fewer general functional declines, but clinical files log higher-than-average rates for major injury falls, urinary tract infections, and pressure ulcers.
Prospective residents evaluating area short-stay rehabilitation or specialized dementia care can review these public tracking documents to gauge the community’s operations. Since the official records show top-tier daily staffing volumes, an excellent fine-avoidance history, and strong emotional wellness outcomes alongside low neighborhood occupancy and long-term physical safety challenges, the data outlines a heavily staffed care setting.
The Overall CMS Rating combines results from health inspections, staffing levels and quality measures. Health inspections carry the most weight. Staffing and quality scores can increase or decrease the final rating based on performance compared to state and national standards.
Based on the results of the facility's three most recent standard inspections and any complaint investigations. CMS reviews the number, scope, and severity of deficiencies, with more recent findings weighted more heavily.
Measures average nursing staff hours per resident per day, including Registered Nurses (RNs) and total nursing staff. Ratings are adjusted based on the level of care residents require and are compared to state and national benchmarks.
Based on clinical and physical health indicators reported to CMS, such as hospital readmissions, falls, pressure ulcers, and improvements in mobility. These measures reflect how well residents' health needs are being managed.
Daily nursing hours per resident by staff type, reported to CMS. Higher is generally better — compare this facility to state and national averages to see where staffing stands.
Total adjusted nursing hours per resident per day, combining RN, LPN, and aide time. CMS adjusts this for case-mix so facilities can be fairly compared.
| Staff type | Hours / Day / Resident | vs state avg |
|---|---|---|
|
Registered Nurse (RN)
RNs hold the highest nursing license and can assess residents, interpret test results, and direct care plans. More RN hours per day often signals stronger clinical oversight and faster response to health changes.
| 47m per day | |
|
LPN / LVN
Licensed Practical Nurses (LPNs) or Licensed Vocational Nurses (LVNs) deliver routine hands-on care — medication administration, wound dressing, and monitoring vital signs. They work under RN supervision and make up a large share of daily bedside care.
| 39m per day | |
|
Nurse Aide
Certified Nurse Aides (CNAs) provide the most direct day-to-day assistance: bathing, dressing, feeding, and mobility. Nurse aide hours are typically the largest staffing category and directly affect residents' quality of life.
| 3h 13m per day | |
|
Weekend Total Nursing
Combined nursing hours (RN + LPN + Nurse Aide) per resident per day on weekends. Staffing often drops on weekends — this figure reveals whether the facility maintains adequate coverage outside of weekday hours.
| 4h 8m per day | |
|
Physical Therapist
Hours per resident per day provided by licensed Physical Therapists (PTs) or PT Assistants. PT services help residents recover mobility after injury or illness and are especially important for post-acute (short-stay) rehabilitation.
| 1m per day | |
|
Weekend RN
Registered nurse hours specifically on weekends. Facilities sometimes reduce RN presence on Saturdays and Sundays — a low weekend RN figure compared to weekday hours can indicate reduced clinical oversight when most administrative staff are absent.
| 18m per day |
Average number of days residents stay at this facility, based on CMS cost report data. Shorter stays often reflect post-acute or rehab care; longer stays reflect long-term care.
State average N/A
Last Health inspection on Apr 2025
State average N/A
State average N/A
Health citations are formal notices following inspections when they fail to comply with safety and care standards.
17 of 23 citations resulted from standard inspections; and 6 of 23 resulted from complaint investigations.
In line with State averageState average: N/A
In line with State averageState average: N/A
Corrected
Corrected
Corrected
Corrected
Reporting period: October 1 – December 31, 2025 (Q4 2025). Source: CMS Payroll-Based Journal report.
0% compared with State averageState average ratio: 0 : 0
0% compared with State averageState average: 0 hours
This data comes from the CMS Payroll-Based Journal report covering October 1 – December 31, 2025.
Manages medical care and health needs.
15 total: 8 full-time employees and 7 contractors.
15
Average shift length. Calculated as total hours divided by days worked and average staff per day.
6.3 hoursAssists with medical care and medications.
14 total: 8 full-time employees and 6 contractors.
14
Average shift length. Calculated as total hours divided by days worked and average staff per day.
8 hoursHelps with daily care and mobility.
38 total: 29 full-time employees and 9 contractors.
38
Average shift length. Calculated as total hours divided by days worked and average staff per day.
7.1 hours
This data comes from the CMS Payroll-Based Journal report covering October 1 – December 31, 2025.
Total hours from contractors
1,751 contractor hours this quarter
This data comes from the CMS Payroll-Based Journal report covering October 1 – December 31, 2025.
| Certified Nursing Assistant | 29 | 9 | 38 | 7,848 | 92 | 100% | 7.1 |
| Medication Aide/Technician | 8 | 6 | 14 | 2,268 | 92 | 100% | 7.9 |
| Licensed Practical Nurse | 8 | 6 | 14 | 2,028 | 91 | 99% | 8 |
| Other Dietary Services Staff | 5 | 0 | 5 | 1,606 | 87 | 95% | 6.6 |
| Occupational Therapy Aide | 6 | 1 | 7 | 1,057 | 91 | 99% | 7.1 |
| Registered Nurse | 8 | 7 | 15 | 1,022 | 90 | 98% | 6.3 |
| Clinical Nurse Specialist | 4 | 0 | 4 | 979 | 62 | 67% | 7.8 |
| Nurse Practitioner | 1 | 0 | 1 | 480 | 60 | 65% | 8 |
| Mental Health Service Worker | 1 | 0 | 1 | 461 | 59 | 64% | 7.8 |
| Administrator | 1 | 0 | 1 | 429 | 55 | 60% | 7.8 |
| Speech Language Pathologist | 0 | 2 | 2 | 403 | 71 | 77% | 5.7 |
| Physical Therapy Assistant | 0 | 1 | 1 | 379 | 65 | 71% | 5.8 |
| Respiratory Therapy Technician | 0 | 3 | 3 | 51 | 34 | 37% | 1.3 |
| Occupational Therapy Assistant | 0 | 1 | 1 | 19 | 3 | 3% | 6.3 |
| Physical Therapy Aide | 0 | 1 | 1 | 7 | 3 | 3% | 2.4 |
| Medical Director | 0 | 1 | 1 | 3 | 3 | 3% | 1 |
| Qualified Social Worker | 0 | 1 | 1 | 3 | 2 | 2% | 1.4 |
Includes penalties issued in 2025
Federal penalties imposed by CMS for regulatory violations, including civil money penalties (fines) and denials of payment for new Medicare/Medicaid admissions.
Source: CMS Penalties Database (Data as of Jan 2026)
100% lower than State averageState average: $44K
100% fewer fines than State averageState average: 2.0
Serious action where Medicare and/or Medicaid temporarily stops payments for new residents until issues are fixed.
1
130% more payment denials than State averageState average: 0.4
Penalties are imposed by CMS for violations of federal nursing home regulations.
1 penalty in the past 3 years
Feb 21, 2025 · 1 days
Serious action where Medicare and/or Medicaid temporarily stops payments for new residents until issues are fixed.
Feb 21, 2025Last updated: Jan 2026
These measures show how residents usually do over time at this home, based on health outcomes and preventive care.
A composite score based on pressure ulcers, falls with injury, weight loss, walking ability decline, and activities of daily living decline.
10.2
8% better than State averageState average: 11.1
A composite score based on activities of daily living decline, walking ability decline, and incontinence.
19.4
14% better than State averageState average: 22.6
Percent of long-stay residents whose need for help with daily activities has increased
7.4%
61% better than State averageState average: 18.9%
Percent of long-stay residents whose ability to move independently worsened
25.8%
9% worse than State averageState average: 23.8%
Percent of low risk long-stay residents who lose control of their bowels or bladder
25.1%
In line with State averageState average: 25.0%
Percent of long-stay residents experiencing one or more falls with major injury
9.7%
160% worse than State averageState average: 3.7%
Percent of long-stay high risk residents with pressure ulcers
6.7%
22% worse than State averageState average: 5.4%
Percent of long-stay residents with a urinary tract infection
4.9%
80% worse than State averageState average: 2.7%
Percent of long-stay residents who lose too much weight
1.5%
64% better than State averageState average: 4.1%
Percent of long-stay residents who have depressive symptoms
3.4%
23% better than State averageState average: 4.4%
Percent of long-stay residents who received an antipsychotic medication
14.4%
16% better than State averageState average: 17.2%
Percent of long-stay residents assessed and appropriately given the pneumococcal vaccine
93.2%
In line with State averageState average: 97.3%
Percent of long-stay residents assessed and appropriately given the seasonal influenza vaccine
90.3%
6% worse than State averageState average: 96.0%
Percent of short-stay residents assessed and appropriately given the pneumococcal vaccine
86.9%
In line with State averageState average: 88.9%
Percent of short-stay residents who newly received an antipsychotic medication
2.6%
34% worse than State averageState average: 1.9%
Percent of short-stay residents assessed and appropriately given the seasonal influenza vaccine
43.2%
48% worse than State averageState average: 82.6%
Quality measures are calculated from Minimum Data Set (MDS) assessments. For most measures, lower percentages indicate better care quality.
35% of new residents, usually for short-term rehab.
60% of new residents, often for short stays.
5% of new residents, often for long-term daily care.
Source: CMS Long-Term Care Facility Characteristics (Data as of Jan 2026)
Total residents
36Residents meet regularly to discuss policies, care quality, and activities
Family members meet regularly to discuss policies, care quality, and activities
Organized group of family members that meets regularly to discuss facility policies, resident care, and activities.
Organized group of residents that meets regularly to discuss facility policies, quality of life, and activities.
Data sourced from CMS Long-Term Care Facility Characteristics quarterly report. Payer mix reflects the current resident census by primary payment source.
Historical financial and operational data for St Mark’s Heritage Community from 2012–2023, based on CMS SNF Cost Reports.
Key figures below are for fiscal year ending in 09/2023.
Based on CMS SNF Cost Report for fiscal year ending in 09/2023.
Net patient revenue — what the home actually collects for resident care, after contractual allowances, bad debt and discounts are subtracted from its gross charges (CMS cost report, Worksheet G-3). It covers resident care only; money the home earns from other sources is shown separately as "Other income."
Net patient income: net patient revenue minus the home's total operating expenses. A positive figure means it earns more from resident care than it spends to deliver it; a negative figure means the opposite. It excludes non-operating "other income."
Net patient revenue — what the home actually collects for resident care, after contractual allowances, bad debt and discounts are subtracted from its gross charges (CMS cost report, Worksheet G-3). It covers resident care only; money the home earns from other sources is shown separately as "Other income."
Net patient income: net patient revenue minus the home's total operating expenses. A positive figure means it earns more from resident care than it spends to deliver it; a negative figure means the opposite. It excludes non-operating "other income."
Money the home earns outside of resident care — such as investments, grants, rentals and other non-operating sources (CMS cost report, Worksheet G-3). It is tracked separately from net patient revenue: it is not part of that figure, and it is not included in net patient income.
Staff salaries plus wage-related costs — benefits such as payroll taxes, health insurance and retirement — from the home's own accounting records (CMS cost report, Worksheet A). Contract or agency labor is counted separately, under other operating costs.
Rank #61 / 84Payroll — State benchmarkedThis home is ranked 61st out of 84 homes in Minnesota for Payroll. Shows total annual staff payroll benchmarked to the Minnesota average. Higher payroll investment relative to peers often signals better staffing and less reliance on cheaper contract labor.Facilities with the same value for a metric share the same rank. Rankings are based only on facilities in Minnesota that report data for that category. Facilities without available data are excluded from the ranking.Click the rank badge to see the full State ranking.Click here to see the full State ranking.
Payroll as a share of revenue: staff salaries and wage-related benefits divided by net patient revenue. A higher figure means more of each revenue dollar goes to staff pay.
Rank #74 / 84Payroll % — State benchmarkedThis home is ranked 74th out of 84 homes in Minnesota for Payroll %. Shows payroll as a percentage of revenue versus the Minnesota average. Well-run Minnesota facilities typically land around 62–67% — the top third Statewide. Below 25% may signal understaffing or heavy agency use — read with Staffing ratings.Facilities with the same value for a metric share the same rank. Rankings are based only on facilities in Minnesota that report data for that category. Facilities without available data are excluded from the ranking.Click the rank badge to see the full State ranking.Click here to see the full State ranking.
Everything it costs to run the home apart from payroll — food, utilities, supplies, maintenance, contract labor and administration. Calculated as total operating expense minus payroll (staff salaries and wage-related benefits).
The home's total operating expense for the year — all the costs of running it, salaries included (CMS cost report, Worksheet G-3).
Pets Allowed
Residents typically stay for brief periods, with frequent admissions and discharges throughout the year.
Most new residents arrive under private pay (60% of admissions), and a typical private pay stay runs around 3 months.
Coverage residents most often arrive under.
Coverage residents most often leave under.
0.0 miles from city center
Estimated distance in miles from Austin's city center to St Mark’s Heritage Community's address, calculated via Google Maps.
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The information below is reported by the Minnesota Department of Health, Health Regulation Division.
| Pelican Valley Senior Living | NH AL HOS MC RC SNF | Pelican Rapids (East Mill Avenue) | - | 28 | - | 58 | Private Rooms |
| Mankato Lodge Senior Living | NH AL IL RC | Mankato | - | 70 | - | 56 | Studio / 1 Bed / 2 Bed |
| Boundary Waters Care Center | NH HOS RC SNF | Ely | - | 42 | - | 61 | - |
| Lifecare Medical Center | NH AL HOS PC SNF | Se Roseau | - | 45 | - | 58 | - |
| St Mark’s Heritage Community | NH AL HOS IL MC PC RC SNF | Sw Austin | - | 54 | - | 86 | - |
St Mark’s Heritage Community has a walk score of 86. Very walkable. Most errands can be accomplished on foot, and many essentials are within a short walk.
St Mark’s Heritage Community's occupancy is 57.8%.
Yes, St Mark’s Heritage Community allows residents to bring their pets.
St Mark’s Heritage Community is registered as a non-profit in MN.
St Mark’s Heritage Community has 54 beds.
Yes — there are 3 photos of St Mark’s Heritage Community in the photo gallery on this page.
St Mark’s Heritage Community is located at 400 15Th Avenue Sw, Austin, MN 55912.
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