• CMS rates this facility 1/5 stars (below average)
• Has 199 certified beds with an average of 172.3 residents per day (87% occupancy)
• Last health inspection found 16 deficiencies (inspected May 19, 2025)
• Has been fined a total of $71,481 across 3 fine(s)
• Total nursing staff: 3.35 hours per resident per day
• Staff turnover rate: 29.2%
Avery Nursing Home/noble Building is a 1-star Medicare and Medicaid certified nursing home in Hartford, Connecticut with 199 certified beds. It has been operating since 1967. The facility scored below average compared to Connecticut facilities.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
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.
Honor the resident's right to request, refuse, and/or discontinue treatment, to participate in or refuse to participate in experimental research, and to formulate an advance directive.
Protect each resident from separation (from other residents, his/her room, or confinement to his/her room).
Encode each resident’s assessment data and transmit these data to the State within 7 days of assessment.
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 pressure ulcer care and prevent new ulcers from developing.
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 menus must meet the nutritional needs of residents, be prepared in advance, be followed, be updated, be reviewed by dietician, and meet the needs of the resident.
Provide and implement an infection prevention and control program.
Develop and implement policies and procedures for flu and pneumonia vaccinations.
Educate residents and staff on COVID-19 vaccination, offer the COVID-19 vaccine to eligible residents and staff after education, and properly document each resident and staff member's vaccination status.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
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 and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Ensure services provided by the nursing facility meet professional standards of quality.
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.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
Provide enough food/fluids to maintain a resident's health.
Provide for the safe, appropriate administration of IV fluids for a resident when needed.
Provide safe, appropriate pain management for a resident who requires such services.
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.
+ 13 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 |
|---|---|---|---|---|
| ANQUILLARE, JOSEPH | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 1, 2002 |
| LATINA, MICHAEL | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 16, 2024 |
| FIDANZA, JAMES | CORPORATE DIRECTOR | Individual | N/A | Jan 30, 2024 |
| LARGE, MERCEDESE | CORPORATE DIRECTOR | Individual | N/A | Mar 23, 2009 |
| LATINA, MICHAEL | CORPORATE DIRECTOR | Individual | N/A | Jan 16, 2024 |
| MARTINEZ, CYNTHIA | CORPORATE DIRECTOR | Individual | N/A | Jul 28, 2020 |
| MOORE, P WAYNE | CORPORATE DIRECTOR | Individual | N/A | Jul 28, 2020 |
| SHAHEN, CYNTHIA | CORPORATE DIRECTOR | Individual | N/A | Nov 27, 2018 |
| THOMPSON, WILLIAM | CORPORATE DIRECTOR | Individual | N/A | Jul 11, 2016 |
| BALDONI, DOREEN | CORPORATE OFFICER | Individual | N/A | Mar 20, 2018 |
| CANUEL, DAVID | CORPORATE OFFICER | Individual | N/A | Sep 24, 2007 |
| GILLAND, PATRICK | CORPORATE OFFICER | Individual | N/A | Feb 19, 2001 |
| GOLAS, MARGARET | CORPORATE OFFICER | Individual | N/A | Nov 27, 2018 |
| LATINA, MICHAEL | CORPORATE OFFICER | Individual | N/A | Jan 16, 2024 |
| MCGOVERN, KENNETH | CORPORATE OFFICER | Individual | N/A | Jul 28, 2020 |
| THOMPSON, WILLIAM | CORPORATE OFFICER | Individual | N/A | Jul 11, 2016 |