• CMS rates this facility 3/5 stars (average)
• Has 96 certified beds with an average of 91.7 residents per day (96% occupancy)
• Last health inspection found 13 deficiencies (inspected Oct 17, 2024)
• No fines on record
• Total nursing staff: 4.62 hours per resident per day
• Staff turnover rate: 27.0%
Gilpin Hall is a 3-star Medicare and Medicaid certified nursing home in Wilmington, Delaware with 96 certified beds. It has been operating since 1997. The facility scored at average compared to Delaware facilities.
Give the resident's representative the ability to exercise the resident's rights.
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.
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.
Give residents notice of Medicaid/Medicare coverage and potential liability for services not covered.
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.
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.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Respond appropriately to all alleged violations.
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 pain management for a resident who requires such services.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
Provide and implement an infection prevention and control program.
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 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.
Provide safe and appropriate respiratory care for a resident when needed.
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.
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.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
Provide and implement an infection prevention and control program.
Develop and implement policies and procedures for flu and pneumonia vaccinations.
Give their staff education on dementia care, and what abuse, neglect, and exploitation are; and how to report abuse, neglect, and exploitation.
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 |
|---|---|---|---|---|
| CLARK, STEPHEN | CORPORATE DIRECTOR | Individual | N/A | Nov 1, 1990 |
| GUGGENBERGER, PAUL | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2010 |
| LIND, GAIL | CORPORATE DIRECTOR | Individual | N/A | Nov 28, 2022 |
| MCBRIDE, TERRENCE | CORPORATE DIRECTOR | Individual | N/A | Nov 28, 2016 |
| REESE, C | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2005 |
| SMITH, HARVEY | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 1989 |
| SMITH, MATTHEW | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2018 |
| WOLCOTT, DANIEL | CORPORATE DIRECTOR | Individual | N/A | Apr 1, 1996 |
| CLARK, STEPHEN | CORPORATE OFFICER | Individual | N/A | Nov 1, 1990 |
| GUGGENBERGER, PAUL | CORPORATE OFFICER | Individual | N/A | Nov 28, 2022 |
| SMITH, HARVEY | CORPORATE OFFICER | Individual | N/A | Jan 1, 1989 |
| SMITH, MATTHEW | CORPORATE OFFICER | Individual | N/A | Jan 1, 2018 |
| WOLCOTT, DANIEL | CORPORATE OFFICER | Individual | N/A | Apr 1, 1996 |
| WARRINGTON, ALAN | CONTRACTED MANAGING EMPLOYEE | Individual | N/A | Aug 1, 1991 |
| BANNAN, JESSICA | W-2 MANAGING EMPLOYEE | Individual | N/A | Jan 3, 2022 |
| SMILEY, PAUL | W-2 MANAGING EMPLOYEE | Individual | N/A | Jan 1, 2022 |