• CMS rates this facility 3/5 stars (average)
• Has 101 certified beds with an average of 75.4 residents per day (75% occupancy)
• Last health inspection found 2 deficiencies (inspected Nov 1, 2024)
• No fines on record
• Total nursing staff: 3.73 hours per resident per day
• Staff turnover rate: 51.7% (high)
Broken Arrow Nursing Home, INC is a 3-star Medicare and Medicaid certified nursing home in Broken Arrow, Oklahoma with 101 certified beds. It has been operating since 2015. The facility scored at average compared to Oklahoma facilities.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Protect each resident from separation (from other residents, his/her room, or confinement to his/her room).
Reasonably accommodate the needs and preferences of each resident.
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.
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.
Give residents notice of Medicaid/Medicare coverage and potential liability for services not covered.
Try different approaches before using a bed rail. If a bed rail is needed, the facility must (1) assess a resident for safety risk; (2) review these risks and benefits with the resident/representative; (3) get informed consent; and (4) Correctly install and maintain the bed rail.
Observe each nurse aide's job performance and give regular training.
Provide and implement an infection prevention and control program.
Regularly inspect all bed frames, mattresses, and bed rails (if any) for safety; and all bed rails and mattresses must attach safely to the bed frame.
Keep residents' personal and medical records private and confidential.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Ensure that each resident is free from the use of physical restraints, unless needed for medical treatment.
Develop and implement policies and procedures to prevent abuse, neglect, and theft.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Plan the resident's discharge to meet the resident's goals and needs.
Ensure necessary information is communicated to the resident, and receiving health care provider at the time of a planned discharge.
Provide activities to meet all resident's needs.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
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.
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.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
Give their staff education on dementia care, and what abuse, neglect, and exploitation are; and how to report abuse, neglect, and exploitation.
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 |
|---|---|---|---|---|
| COOPER, JOANNA | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | N/A | Apr 1, 1990 |
| POORMON, PAULIE | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 6% | Jul 1, 1995 |
| WOODARD, DEBRA | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 6% | Jul 1, 1995 |
| POORMON, PAULIE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 1, 1995 |
| COOPER, JOANNA | CORPORATE DIRECTOR | Individual | N/A | Apr 1, 1990 |
| POORMON, PAULIE | CORPORATE DIRECTOR | Individual | N/A | Jul 1, 1995 |
| WOODARD, DEBRA | CORPORATE DIRECTOR | Individual | N/A | Jul 1, 1995 |
| COOPER, JOANNA | CORPORATE OFFICER | Individual | N/A | Apr 1, 1990 |
| POORMON, PAULIE | CORPORATE OFFICER | Individual | N/A | Jul 1, 1995 |
| WOODARD, DEBRA | CORPORATE OFFICER | Individual | N/A | Jul 1, 1995 |