• CMS rates this facility 1/5 stars (below average)
• Has 45 certified beds with an average of 24.2 residents per day (54% occupancy)
• Last health inspection found 8 deficiencies (inspected Dec 6, 2024)
• Has been fined a total of $29,997 across 1 fine(s)
• Total nursing staff: 4.49 hours per resident per day
• Staff turnover rate: 31.0%
Centro Medico Wilma N Vazquez SNF is a 1-star Medicare certified nursing home in Vega Baja, Puerto Rico with 45 certified beds. It has been operating since 1989. The facility scored below average compared to Puerto Rico facilities.
Keep residents' personal and medical records private and confidential.
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.
Assess the resident completely in a timely manner when first admitted, and then periodically, at least every 12 months.
Ensure food and drink is palatable, attractive, and at a safe and appetizing temperature.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Have a policy regarding use and storage of foods brought to residents by family and other visitors.
Provide and implement an infection prevention and control program.
Keep all essential equipment working safely.
Allow residents to easily view the nursing home's survey results and communicate with advocate agencies.
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 activities to meet all resident's needs.
Provide enough food/fluids to maintain a resident's health.
Provide enough nursing staff every day to meet the needs of every resident; and have a licensed nurse in charge on each shift.
Provide each resident with a nourishing, palatable, well-balanced diet that meets his or her daily nutritional and special dietary needs.
Employ sufficient staff with the appropriate competencies and skills sets to carry out the functions of the food and nutrition service, including a qualified dietician.
Provide sufficient support personnel to safely and effectively carry out the functions of the food and nutrition service.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
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.
Electronically submit to CMS complete and accurate direct care staffing information, based on payroll and other verifiable and auditable data.
Have a plan that describes the process for conducting QAPI and QAA activities.
Set up an ongoing quality assessment and assurance group to review quality deficiencies and develop corrective plans of action.
Have the Quality Assessment and Assurance group have the required members and meet at least quarterly
Provide and implement an infection prevention and control program.
Put firmly secured handrails on each side of hallways.
Make sure there is a pest control program to prevent/deal with mice, insects, or other pests.
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 enough food/fluids to maintain a resident's health.
Provide enough nursing staff every day to meet the needs of every resident; and have a licensed nurse in charge on each shift.
Ensure each resident must receive and the facility must provide necessary behavioral health care and services.
+ 5 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 |
|---|---|---|---|---|
| MORALES, QUEENLAND | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 6% | Mar 11, 1977 |
| PABON QUINONES, JOSE | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 7% | Jun 17, 2005 |
| PABON TORRES, EDUARDA | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 40% | Mar 11, 1977 |
| VAZQUEZ, MARIA | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 40% | Feb 16, 2021 |
| TORRES, MILAGROS | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 1991 |
| PABON QUINONES, JOSE | CORPORATE DIRECTOR | Individual | N/A | Jul 17, 2005 |
| VAZQUEZ, MARIA | CORPORATE DIRECTOR | Individual | N/A | Jun 14, 2019 |
| VILAR, RAMON | CORPORATE DIRECTOR | Individual | N/A | Apr 1, 1992 |