• CMS rates this facility 2/5 stars (below average)
• Has 254 certified beds with an average of 229.6 residents per day (90% occupancy)
• Last health inspection found 16 deficiencies (inspected May 13, 2025)
• No fines on record
• Total nursing staff: 4.96 hours per resident per day
• Staff turnover rate: 19.9%
Douglas County Health Center is a 2-star Medicare and Medicaid certified nursing home in Omaha, Nebraska with 254 certified beds. It has been operating since 1967. The facility scored below average compared to Nebraska facilities.
Provide safe, appropriate pain management for a resident who requires such services.
Ensure that residents are free from significant medication errors.
Prevent the use of unnecessary psychotropic medications or use medications that may restrain a resident's ability to function.
Assess the resident completely in a timely manner when first admitted, and then periodically, at least every 12 months.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
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.
Provide safe and appropriate respiratory care for a resident when needed.
Provide safe, appropriate pain management for a resident who requires such services.
Provide care or services that was trauma informed and/or culturally competent.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Provide and implement an infection prevention and control program.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Respond appropriately to all alleged violations.
Ensure that the resident and his/her doctor meet face-to-face at all required visits.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Allow resident to participate in the development and implementation of his or her person-centered plan of care.
Allow residents to easily view the nursing home's survey results and communicate with advocate agencies.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
Honor the resident's right to voice grievances without discrimination or reprisal and the facility must establish a grievance policy and make prompt efforts to resolve grievances.
Coordinate assessments with the pre-admission screening and resident review program; and referring for services as needed.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Provide and implement an infection prevention and control program.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
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 or obtain dental services for each resident.
+ 3 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 |
|---|---|---|---|---|
| BORGESON, MARY ANN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 1995 |
| BOYLE-MANGANARO, MAUREEN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2021 |
| CAVANAUGH, JAMES | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2015 |
| FRIEND, MIKE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2021 |
| GARCIA, ROGER | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 1, 2021 |
| MORGAN, PJ | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2010 |
| NELSON, ERIN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 1, 2019 |
| ROGERS, CHRIS | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2005 |
| NELSON, ERIN | CORPORATE DIRECTOR | Individual | N/A | Jul 1, 2019 |
| NELSON, ERIN | W-2 MANAGING EMPLOYEE | Individual | N/A | Jul 1, 2019 |