• CMS rates this facility 1/5 stars (below average)
• Has 70 certified beds with an average of 62.5 residents per day (89% occupancy)
• Last health inspection found 19 deficiencies (inspected Mar 6, 2025)
• No fines on record
• Total nursing staff: 3.18 hours per resident per day
• Staff turnover rate: 67.2% (high)
• Part of the Mission Health Communities chain (40 facilities)
Dickson Health and Rehab is a 1-star Medicare and Medicaid certified nursing home in Dickson, Tennessee with 70 certified beds. It has been operating since 2005. The facility scored below average compared to Tennessee facilities.
Honor the resident's right to and the facility must promote and facilitate resident self-determination through support of resident choice.
Assess the resident completely in a timely manner when first admitted, and then periodically, at least every 12 months.
Assess the resident when there is a significant change in condition
Encode each resident’s assessment data and transmit these data to the State within 7 days of assessment.
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.
Provide care and assistance to perform activities of daily living for any resident who is unable.
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.
Provide safe, appropriate dialysis care/services for a resident who requires such services.
Obtain a doctor's order to admit a resident and ensure the resident is under a doctor's care.
Have a registered nurse on duty 8 hours a day; and select a registered nurse to be the director of nurses on a full time basis.
Ensure a licensed pharmacist perform a monthly drug regimen review, including the medical chart, following irregularity reporting guidelines in developed policies and procedures.
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.
Electronically submit to CMS complete and accurate direct care staffing information, based on payroll and other verifiable and auditable data.
Provide and implement an infection prevention and control program.
Implement a program that monitors antibiotic use.
Designate a qualified infection preventionist to be responsible for the infection prevent and control program in the nursing home.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
Develop and implement policies and procedures to prevent abuse, neglect, and theft.
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.
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.
Administer the facility in a manner that enables it to use its resources effectively and efficiently.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
Set up an ongoing quality assessment and assurance group to review quality deficiencies and develop corrective plans of action.
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 |
|---|---|---|---|---|
| GBD LLC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 100% | Mar 4, 2008 |
| BARRES, LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Jan 1, 2015 |
| T AND C CAPITAL ASSETS, LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Jan 1, 2015 |
| WINDWARD HEALTH PARTNERS LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Jan 1, 2015 |
| CRINO, BRYAN | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | N/A | Jan 1, 2015 |
| FEUER, SCOTT | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | N/A | Jan 1, 2015 |
| LINDEMAN, STUART | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | N/A | Jan 1, 2015 |
| PASSERO, JOSEPH | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | N/A | Jan 1, 2015 |
| GBD LLC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Jan 1, 2015 |
| MISSION HEALTH OF GEORGIA, LLC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Jan 1, 2015 |
| BARNES, MICHELLE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Dec 1, 2018 |
| YOAKUM, JAMIE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 19, 2024 |
| LINDEMAN, STUART | CORPORATE OFFICER | Individual | N/A | Jan 1, 2015 |
| YOAKUM, JAMIE | CORPORATE OFFICER | Individual | N/A | Jan 19, 2024 |
This chain operates 40 facilities. View all →