• CMS rates this facility 1/5 stars (below average)
• Has 90 certified beds with an average of 85.7 residents per day (95% occupancy)
• Last health inspection found 15 deficiencies (inspected Jan 18, 2022)
• No fines on record
• Total nursing staff: 3.56 hours per resident per day
• Staff turnover rate: 53.5% (high)
• Part of the Saber Healthcare Group chain (126 facilities)
Kempsville Health & Rehab Center is a 1-star Medicare and Medicaid certified nursing home in Virginia Beach, Virginia with 90 certified beds. It has been operating since 1991. The facility scored below average compared to Virginia facilities.
Allow residents to self-administer drugs if determined clinically appropriate.
Protect each resident from the wrongful use of the resident's belongings or money.
Develop and implement policies and procedures to prevent abuse, neglect, and theft.
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 care and assistance to perform activities of daily living for any resident who is unable.
Assist a resident in gaining access to vision and hearing services.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
Provide appropriate care for residents who are continent or incontinent of bowel/bladder, appropriate catheter care, and appropriate care to prevent urinary tract infections.
Provide enough food/fluids to maintain a resident's health.
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.
Provide and implement an infection prevention and control program.
Implement a program that monitors antibiotic use.
Keep residents' personal and medical records private and confidential.
Ensure that each resident is free from the use of physical restraints, unless needed for medical treatment.
Not transfer or discharge a resident without an adequate reason; and must provide documentation and convey specific information when a resident is transferred or discharged.
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.
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.
Ensure services provided by the nursing facility meet professional standards of quality.
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, appropriate dialysis care/services for a resident who requires such services.
Provide medically-related social services to help each resident achieve the highest possible quality of life.
Provide and implement an infection prevention and control program.
Allow residents to self-administer drugs if determined safe.
Ensure each resident receives an accurate assessment by a qualified health professional.
+ 6 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 |
|---|---|---|---|---|
| SABER HEALTHCARE HOLDINGS LLC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 100% | Mar 1, 2012 |
| BENJAMIN N. VOLPE FAMILY DYNASTY TRUST (DATED DECEMBER 29, 2020) | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Dec 31, 2020 |
| BNV DYNASTY LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Dec 31, 2020 |
| DECANTED WILLIAM I. WEISBERG FAMILY DYNASTY TRUST (DATED SEPT 30, 2020 | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Sep 30, 2020 |
| SHH HOLDINGS LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Mar 1, 2019 |
| WIW DYNASTY LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Sep 30, 2019 |
| WWBV HOLDINGS LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Sep 30, 2019 |
| SABER GOVERNANCE LLC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Sep 1, 2019 |
| SHULER, PATRICK | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Nov 3, 2021 |
| VOLPE, BENJAMIN | CORPORATE DIRECTOR | Individual | N/A | Mar 1, 2019 |
| WEISBERG, WILLIAM | CORPORATE DIRECTOR | Individual | N/A | Mar 1, 2019 |
| NICOLUZAKIS, GREGORY | CORPORATE OFFICER | Individual | N/A | Mar 1, 2019 |
| VOLPE, BENJAMIN | CORPORATE OFFICER | Individual | N/A | Mar 1, 2019 |
| WEISBERG, WILLIAM | CORPORATE OFFICER | Individual | N/A | Mar 1, 2019 |
| VEVODA, DAVID | W-2 MANAGING EMPLOYEE | Individual | N/A | Apr 6, 2018 |
This chain operates 126 facilities. View all →