• CMS rates this facility 2/5 stars (below average)
• Has 26 certified beds with an average of 25.6 residents per day (98% occupancy)
• Last health inspection found 13 deficiencies (inspected Jan 29, 2025)
• No fines on record
• Total nursing staff: 4.12 hours per resident per day
• Staff turnover rate: 19.4%
Eastport Memorial Nursing Home is a 2-star Medicare and Medicaid certified nursing home in Eastport, Maine with 26 certified beds. It has been operating since 1994. The facility scored below average compared to Maine facilities.
Give the resident's representative the ability to exercise the resident's rights.
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.
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
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Ensure the activities program is directed by a qualified professional.
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 and appropriate respiratory care for a resident when needed.
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.
Have a plan that describes the process for conducting QAPI and QAA activities.
Provide and implement an infection prevention and control program.
Assist a resident in gaining access to vision and hearing services.
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 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.
Assess the resident completely in a timely manner when first admitted, and then periodically, at least every 12 months.
Encode each resident’s assessment data and transmit these data to the State within 7 days of assessment.
PASARR screening for Mental disorders or Intellectual Disabilities
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.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Provide safe and appropriate respiratory care for a resident when needed.
Provide care or services that was trauma informed and/or culturally competent.
Obtain a doctor's order to admit a resident and ensure the resident is under a doctor's care.
+ 10 more deficiencies
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 |
|---|---|---|---|---|
| BROWN, CHRISTOPHER | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jun 17, 1997 |
| DESCHENE, CAMELA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 19, 2010 |
| DOUGHERTY, RHODA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 16, 2013 |
| FOURNIER, EDWARD | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 16, 2013 |
| HOLMES, MARIE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jun 17, 2014 |
| JONES, GWEN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jun 20, 2004 |
| KOWAL, ELLA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jun 17, 2014 |
| LEWIS, ROBERT | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 15, 2013 |
| MCKNIGHT, PEARL | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Feb 17, 2015 |
| MATTHESON, SANDRA | W-2 MANAGING EMPLOYEE | Individual | N/A | Nov 8, 2011 |
| WOOD, JOHN | W-2 MANAGING EMPLOYEE | Individual | N/A | Mar 1, 2012 |