• Has 140 certified beds with an average of 81.4 residents per day (58% occupancy)
• Last health inspection found 52 deficiencies (inspected Nov 20, 2023)
• Has been fined a total of $306,550 across 1 fine(s)
• Total nursing staff: 3.31 hours per resident per day
• Staff turnover rate: 46.2%
• Part of the Engage Healthcare chain (5 facilities)
Carroll Park Healthcare is a not yet rated Medicare and Medicaid certified nursing home in Baltimore, Maryland with 140 certified beds. It has been operating since 1972. The facility scored not rated average compared to Maryland facilities.
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.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Respond appropriately to all alleged violations.
Ensure services provided by the nursing facility meet professional standards of quality.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
Ensure that nurse aides who have worked more than 4 months, are trained and competent; and nurse aides who have worked less than 4 months are enrolled in appropriate training.
Observe each nurse aide's job performance and give regular training.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
Make sure there is a pest control program to prevent/deal with mice, insects, or other pests.
Allow resident to participate in the development and implementation of his or her person-centered plan of care.
Reasonably accommodate the needs and preferences of each resident.
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.
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.
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.
Ensure each resident receives an accurate assessment.
Create and put into place a plan for meeting the resident's most immediate needs within 48 hours of being admitted
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Ensure residents do not lose the ability to perform activities of daily living unless there is a medical reason.
Provide basic life support, including CPR, prior to the arrival of emergency medical personnel , subject to physician orders and the resident’s advance directives.
Provide activities to meet all resident's needs.
Provide safe and appropriate respiratory care for a resident when needed.
Provide care or services that was trauma informed and/or culturally competent.
Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
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.
Hire a qualified full-time social worker in a facility with more than 120 beds.
Have a plan that describes the process for conducting QAPI and QAA activities.
+ 108 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 |
|---|---|---|---|---|
| GWYNNFALLS MD HOLDCO LLC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 100% | Aug 1, 2023 |
| LIGHTEN, JAKE | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 50% | Aug 1, 2023 |
| PANETH, JACK | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 50% | Aug 1, 2023 |
| LIGHTEN, JAKE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Aug 1, 2023 |
| KURITSKY, YECHIEL | W-2 MANAGING EMPLOYEE | Individual | N/A | Aug 1, 2023 |
This chain operates 5 facilities. View all →