• CMS rates this facility 2/5 stars (below average)
• Has 95 certified beds with an average of 53.3 residents per day (56% occupancy)
• Last health inspection found 8 deficiencies (inspected Jul 18, 2024)
• Has been fined a total of $16,796 across 2 fine(s)
• Total nursing staff: 4.01 hours per resident per day
• Staff turnover rate: 95.5% (high)
Hartsville Convalescent Center is a 2-star Medicare and Medicaid certified nursing home in Hartsville, Tennessee with 95 certified beds. It has been operating since 1990. The facility scored below average compared to Tennessee facilities.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
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.
Coordinate assessments with the pre-admission screening and resident review program; and referring for services as needed.
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.
Implement gradual dose reductions(GDR) and non-pharmacological interventions, unless contraindicated, prior to initiating or instead of continuing psychotropic medication; and PRN orders for psychotropic medications are only used when the medication is necessary and PRN use is limited.
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.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
Assess the resident completely in a timely manner when first admitted, and then periodically, at least every 12 months.
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.
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.
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.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
Ensure services provided by the nursing facility meet professional standards of quality.
Ensure the resident's doctor reviews the resident's care, writes, signs and dates progress notes and orders, at each required visit.
Ensure that the resident and his/her doctor meet face-to-face at all required visits.
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.
Post nurse staffing information every day.
Implement gradual dose reductions(GDR) and non-pharmacological interventions, unless contraindicated, prior to initiating or instead of continuing psychotropic medication; and PRN orders for psychotropic medications are only used when the medication is necessary and PRN use is limited.
Provide sufficient support personnel to safely and effectively carry out the functions of the food and nutrition service.
Ensure food and drink is palatable, attractive, and at a safe and appetizing temperature.
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.
Keep all essential equipment working safely.
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 |
|---|---|---|---|---|
| BECHT, ROBERT | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | N/A | Apr 5, 1987 |
| MIDCARE, INC. | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Jan 1, 2014 |
| BECHT, ROBERT | CORPORATE DIRECTOR | Individual | N/A | Nov 1, 2009 |
| BECHT, SCOTT | CORPORATE OFFICER | Individual | N/A | Jan 1, 1990 |
| BECHT, SCOTT | W-2 MANAGING EMPLOYEE | Individual | N/A | Jan 1, 1990 |