• CMS rates this facility 3/5 stars (average)
• Has 150 certified beds with an average of 95.2 residents per day (63% occupancy)
• Last health inspection found 12 deficiencies (inspected May 21, 2025)
• Has been fined a total of $3,307 across 1 fine(s)
• Total nursing staff: 3.80 hours per resident per day
• Staff turnover rate: 50.0%
• Part of the Central Management Company chain (21 facilities)
Belle Teche Nursing & Rehab Center is a 3-star Medicare and Medicaid certified nursing home in New Iberia, Louisiana with 150 certified beds. It has been operating since 1998. The facility scored at average compared to Louisiana facilities.
Coordinate assessments with the pre-admission screening and resident review program; and referring for services as needed.
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.
Provide care and assistance to perform activities of daily living for any resident who is unable.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Provide enough food/fluids to maintain a resident's health.
Provide safe and appropriate respiratory care for a resident when needed.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with 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.
Hire a qualified full-time social worker in a facility with more than 120 beds.
Provide and implement an infection prevention and control program.
Keep all essential equipment working safely.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
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.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Provide safe, appropriate dialysis care/services for a resident who requires such services.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Limit the charges against residents' personal funds for items or services for which payment is made under Medicare or Medicaid.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
Ensure each resident receives an accurate assessment.
Coordinate assessments with the pre-admission screening and resident review program; and referring for services as needed.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Provide enough food/fluids to maintain a resident's health.
Ensure that feeding tubes are not used unless there is a medical reason and the resident agrees; and provide appropriate care for a resident with a feeding tube.
Provide safe and appropriate respiratory care for a resident when needed.
Ensure medication error rates are not 5 percent or greater.
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.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Dispose of garbage and refuse properly.
Administer the facility in a manner that enables it to use its resources effectively and efficiently.
+ 6 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 |
|---|---|---|---|---|
| KISATCHIE HEALTH, LLC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 51% | Jun 1, 1997 |
| PRICO, INC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 49% | Jun 1, 1997 |
| MAUMALANGA, HOLLY | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 6% | Mar 31, 2025 |
| PRICE, TEDDY | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 76% | Jun 1, 1997 |
| ZIMMERMAN, FREDA | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 12% | Mar 31, 2025 |
| CENTRAL MANAGEMENT COMPANY, LLC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Jun 1, 1997 |
| PRICE, TEDDY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 1, 2025 |
This chain operates 21 facilities. View all →