• CMS rates this facility 2/5 stars (below average)
• Has 80 certified beds with an average of 59.2 residents per day (74% occupancy)
• Last health inspection found 9 deficiencies (inspected Jul 21, 2023)
• No fines on record
• Total nursing staff: 2.45 hours per resident per day
• Staff turnover rate: 31.7%
Clinton County Nursing Home is a 2-star Medicare and Medicaid certified nursing home in Plattsburgh, New York with 80 certified beds. It has been operating since 1977. The facility scored below average compared to New York facilities.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Respond appropriately to all alleged violations.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
Ensure a licensed pharmacist perform a monthly drug regimen review, including the medical chart, following irregularity reporting guidelines in developed policies and procedures.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Give residents notice of Medicaid/Medicare coverage and potential liability for services not covered.
Respond appropriately to all alleged violations.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Provide activities to meet all resident's needs.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
Provide safe and appropriate respiratory care for a resident when needed.
Set up an ongoing quality assessment and assurance group to review quality deficiencies and develop corrective plans of action.
Provide and implement an infection prevention and control program.
Give their staff education on dementia care, and what abuse, neglect, and exploitation are; and how to report abuse, neglect, and exploitation.
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.
Provide timely notification to the resident, and if applicable to the resident representative and ombudsman, before transfer or discharge, including appeal rights.
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.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
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.
Provide enough food/fluids to maintain a resident's health.
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.
Provide routine and 24-hour emergency dental care for each resident.
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.
+ 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 |
|---|---|---|---|---|
| CLINTON COUNTY | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 100% | Jan 1, 1978 |
| CLINTON COUNTY | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Jan 1, 1978 |
| BEZIO, DAVID | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2022 |
| BOGOSAIN, HIAG | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2025 |
| CASTINE, CALVIN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2024 |
| HALL, ROBERT | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2022 |
| HENRY, MARK | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2024 |
| KRETSER, JOSHUA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2024 |
| LAMOY, PAUL | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2025 |
| MURPHY, REBECCA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2025 |
| PEDULLA, MARTHA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Feb 28, 2023 |
| PERYEA, FRANCIS | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2022 |
| RANDALL, KEVIN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2024 |
| SCHROYER, GLENN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2025 |
| TIMMONS, ROB | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2024 |
| WALDRON, PATTY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2022 |
| ZURLO, MICHAEL | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jun 14, 2004 |