• CMS rates this facility 3/5 stars (average)
• Has 120 certified beds with an average of 68.3 residents per day (57% occupancy)
• Last health inspection found 1 deficiencies (inspected Dec 19, 2024)
• Has been fined a total of $14,433 across 1 fine(s)
• Total nursing staff: 4.35 hours per resident per day
Glenhaven Retirement Village is a 3-star Medicare and Medicaid certified nursing home in Chickasha, Oklahoma with 120 certified beds. It has been operating since 1999. The facility scored at average compared to Oklahoma facilities.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Make sure there is a pest control program to prevent/deal with mice, insects, or other pests.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
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.
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
Assure that each resident’s assessment is updated at least once every 3 months.
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 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.
Try different approaches before using a bed rail. If a bed rail is needed, the facility must (1) assess a resident for safety risk; (2) review these risks and benefits with the resident/representative; (3) get informed consent; and (4) Correctly install and maintain the bed rail.
Electronically submit to CMS complete and accurate direct care staffing information, based on payroll and other verifiable and auditable data.
Regularly inspect all bed frames, mattresses, and bed rails (if any) for safety; and all bed rails and mattresses must attach safely to the bed frame.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
Assure that each resident’s assessment is updated at least once every 3 months.
Encode each resident’s assessment data and transmit these data to the State within 7 days of assessment.
Ensure each resident receives an accurate assessment.
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 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 enough food/fluids to maintain a resident's health.
Ensure that nurses and nurse aides have the appropriate competencies to care for every resident in a way that maximizes each resident's well being.
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.
Provide timely, quality laboratory services/tests to meet the needs of residents.
Provide and implement an infection prevention and control program.
Develop and implement policies and procedures for flu and pneumonia vaccinations.
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 |
|---|---|---|---|---|
| HAMILTON, GLENDA | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | N/A | Jul 9, 2004 |
| LANCE, BILLY | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | N/A | Jul 9, 2004 |
| MASON, MICHAEL | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | N/A | May 1, 2005 |
| MASON, PATRICK | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | N/A | Jul 9, 2004 |
| TRETT, JENNY | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | N/A | Jul 9, 2004 |
| HAMILTON, GLENDA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 9, 2004 |
| HAMILTON, GLENDA | CORPORATE DIRECTOR | Individual | N/A | Jul 25, 2005 |
| LANCE, BILLY | CORPORATE DIRECTOR | Individual | N/A | Jul 25, 2005 |
| MASON, MICHAEL | CORPORATE DIRECTOR | Individual | N/A | Jul 25, 2005 |
| MASON, PATRICK | CORPORATE DIRECTOR | Individual | N/A | Jul 25, 2005 |