• CMS rates this facility 1/5 stars (below average)
• Has 100 certified beds with an average of 85.7 residents per day (86% occupancy)
• Last health inspection found 17 deficiencies (inspected Aug 28, 2024)
• Has been fined a total of $135,668 across 8 fine(s)
• Total nursing staff: 3.10 hours per resident per day
• Part of the Journey Healthcare chain (20 facilities)
Calhoun Crossing of Journey LLC is a 1-star Medicare and Medicaid certified nursing home in Calhoun, Georgia with 100 certified beds. It has been operating since 1986. The facility scored below average compared to Georgia facilities.
Honor the resident's right to manage his or her financial affairs.
Properly hold, secure, and manage each resident's personal money which is deposited with the nursing home.
Notify each resident of certain balances and convey resident funds upon discharge, eviction, or death.
Give residents notice of Medicaid/Medicare coverage and potential liability for services not covered.
Provide timely notification to the resident, and if applicable to the resident representative and ombudsman, before transfer or discharge, including appeal rights.
Notify the resident or the resident’s representative in writing how long the nursing home will hold the resident’s bed in cases of transfer to a hospital or therapeutic leave.
Coordinate assessments with the pre-admission screening and resident review program; and referring for services as needed.
PASARR screening for Mental disorders or Intellectual Disabilities
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 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.
Ensure medication error rates are not 5 percent or greater.
Inform resident or representatives choice to enter into binding arbitration agreement and right to refuse.
Have a plan that describes the process for conducting QAPI and QAA activities.
Provide and implement an infection prevention and control program.
Develop and implement policies and procedures for flu and pneumonia vaccinations.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Develop and implement policies and procedures to prevent abuse, neglect, and theft.
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 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.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Have a plan that describes the process for conducting QAPI and QAA activities.
Provide and implement an infection prevention and control program.
Make sure that a working call system is available in each resident's bathroom and bathing area.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Provide timely notification to the resident, and if applicable to the resident representative and ombudsman, before transfer or discharge, including appeal rights.
Permit a resident to return to the nursing home after hospitalization or therapeutic leave that exceeds bed-hold policy.
+ 7 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 |
|---|---|---|---|---|
| JOURNEY OX GA MANAGEMENT LLC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Nov 1, 2024 |
| BILBO, RICHARD | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Nov 20, 2024 |
| BROWN, KIMBERLY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Nov 1, 2024 |
| CONRAD, CAMERON | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Nov 1, 2024 |
| FOCO, ANDREA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Nov 1, 2024 |
| FRINKS, TERENCE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Nov 1, 2024 |
| JOHNSON, JENNIFER | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Nov 1, 2024 |
| JONES, ANTONIO | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Nov 18, 2024 |
| MCGUINNESS, BERNARD | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Nov 1, 2024 |
| OMARA, JODY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Nov 1, 2024 |
| PRICE, HEATHER | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Nov 1, 2024 |
| SILLINGS, NIKKI | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 13, 2025 |
| TRAMMELL, MATTHEW | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Nov 1, 2024 |
| WASHINGTON, RICHARD | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Nov 1, 2024 |
| WILLIAMS, DANIEL | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Nov 1, 2024 |
This chain operates 20 facilities. View all →