• CMS rates this facility 3/5 stars (average)
• Has 165 certified beds with an average of 134.6 residents per day (82% occupancy)
• Last health inspection found 5 deficiencies (inspected Nov 15, 2024)
• No fines on record
• Total nursing staff: 3.24 hours per resident per day
• Staff turnover rate: 43.5%
• Part of the Principle Long Term Care chain (44 facilities)
Barbour Court Nursing and Rehabilitation Center is a 3-star Medicare and Medicaid certified nursing home in Smithfield, North Carolina with 165 certified beds. It has been operating since 1983. The facility scored at average compared to North Carolina facilities.
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.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
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.
Protect each resident from the wrongful use of the resident's belongings or money.
Provide care and assistance to perform activities of daily living for any resident who is unable.
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.
PASARR screening for Mental disorders or Intellectual Disabilities
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.
Set up an ongoing quality assessment and assurance group to review quality deficiencies and develop corrective plans of action.
Create and put into place a plan for meeting the resident's most immediate needs within 48 hours of being admitted
Ensure each resident receives and the facility provides food that accommodates resident allergies, intolerances, and preferences, as well as appealing options.
Honor the resident's right to and the facility must promote and facilitate resident self-determination through support of resident choice.
Honor the resident's right to a safe, clean, comfortable and homelike environment, including but not limited to receiving treatment and supports for daily living safely.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Assess the resident when there is a significant change in condition
Ensure each resident receives an accurate assessment.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Provide care and assistance to perform activities of daily living for any resident who is unable.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
Provide appropriate care for a resident to maintain and/or improve range of motion (ROM), limited ROM and/or mobility, unless a decline is for a medical reason.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Provide safe, appropriate pain management for a resident who requires such services.
Provide enough nursing staff every day to meet the needs of every resident; and have a licensed nurse in charge on each shift.
Ensure each resident receives and the facility provides food that accommodates resident allergies, intolerances, and preferences, as well as appealing options.
Administer the facility in a manner that enables it to use its resources effectively and efficiently.
Ensure staff are vaccinated for COVID-19
No penalties on record.
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 |
|---|---|---|---|---|
| PRINCIPLE IT SERVICES, INC. | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 50% | Jan 1, 2011 |
| PRINCIPLE LONG TERM CARE, INC. | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 50% | Jan 1, 2011 |
| HILL, RAYMOND | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | N/A | Jan 1, 2011 |
| HILL, ROBERT | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | N/A | Jan 1, 2011 |
| HILL, STEPHEN | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | N/A | Jan 1, 2011 |
| PRINCIPLE IT SERVICES, INC. | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Jan 1, 2011 |
| PRINCIPLE LONG TERM CARE, INC. | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Jan 1, 2011 |
| CUNNINGHAM, JAMES | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 31, 2014 |
| JOHNSON, DIANNE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2011 |
| CUNNINGHAM, JAMES | CORPORATE DIRECTOR | Individual | N/A | Oct 31, 2014 |
| JOHNSON, DIANNE | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2011 |
| BOICE, GALE | CORPORATE OFFICER | Individual | N/A | Mar 5, 2018 |
| JOHNSON, DIANNE | CORPORATE OFFICER | Individual | N/A | Jan 1, 2011 |
This chain operates 44 facilities. View all →