• CMS rates this facility 2/5 stars (below average)
• Has 50 certified beds with an average of 24.2 residents per day (48% occupancy)
• Last health inspection found 10 deficiencies (inspected Oct 23, 2024)
• No fines on record
• Total nursing staff: 5.62 hours per resident per day
• Staff turnover rate: 54.3% (high)
Burnett Medical Center is a 2-star Medicare and Medicaid certified nursing home in Grantsburg, Wisconsin with 50 certified beds. It has been operating since 1995. The facility scored below average compared to Wisconsin facilities.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
Honor the resident's right to voice grievances without discrimination or reprisal and the facility must establish a grievance policy and make prompt efforts to resolve grievances.
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.
Ensure a licensed pharmacist perform a monthly drug regimen review, including the medical chart, following irregularity reporting guidelines in developed policies and procedures.
Ensure each resident’s drug regimen must be free from unnecessary drugs.
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.
Provide and implement an infection prevention and control program.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Respond appropriately to all alleged violations.
Assure that each resident’s assessment is updated at least once every 3 months.
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 and implement an infection prevention and control program.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
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.
Ensure medication error rates are not 5 percent or greater.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
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.
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.
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 |
|---|---|---|---|---|
| WHITE, TAMRA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 23, 2003 |
| CAREY, RANDY | CORPORATE DIRECTOR | Individual | N/A | Jan 17, 2012 |
| CARLSON, LOIS | CORPORATE DIRECTOR | Individual | N/A | Jan 21, 2020 |
| FIEDLER, JULIE | CORPORATE DIRECTOR | Individual | N/A | Jan 19, 2016 |
| SYBERS, CHRISTOPHER | CORPORATE DIRECTOR | Individual | N/A | Jan 16, 2018 |
| BENSON, RYAN | CORPORATE OFFICER | Individual | N/A | Jan 21, 2014 |
| LEWIS, GORDON | CORPORATE OFFICER | Individual | N/A | Jun 9, 2008 |
| TAYLOR, PATRICK | CORPORATE OFFICER | Individual | N/A | Jan 17, 2012 |
| HOEFS, JENNIFER | W-2 MANAGING EMPLOYEE | Individual | N/A | Feb 9, 2024 |
| LEWIS, GORDON | W-2 MANAGING EMPLOYEE | Individual | N/A | Jun 9, 2008 |
| MCINTOSH, STUART | W-2 MANAGING EMPLOYEE | Individual | N/A | Jan 16, 2024 |
| MCKENZIE, JULIE | W-2 MANAGING EMPLOYEE | Individual | N/A | Feb 9, 2024 |
| NOVICK, TIMOTHY | W-2 MANAGING EMPLOYEE | Individual | N/A | Feb 9, 2024 |
| WHITE, TAMRA | W-2 MANAGING EMPLOYEE | Individual | N/A | Feb 9, 2024 |
| BREMER BANK, NATIONAL ASSOCIATION | 5% OR GREATER MORTGAGE INTEREST | Organization | N/A | Mar 23, 2007 |