• CMS rates this facility 3/5 stars (average)
• Has 114 certified beds with an average of 63.8 residents per day (56% occupancy)
• Last health inspection found 10 deficiencies (inspected Jan 24, 2025)
• No fines on record
• Total nursing staff: 4.35 hours per resident per day
• Staff turnover rate: 64.2% (high)
Morrisons Cove Home is a 3-star Medicare and Medicaid certified nursing home in Martinsburg, Pennsylvania with 114 certified beds. It has been operating since 1983. The facility scored at average compared to Pennsylvania facilities.
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.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Provide for the safe, appropriate administration of IV fluids for a resident when needed.
Provide care or services that was trauma informed and/or culturally competent.
Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
Set up an ongoing quality assessment and assurance group to review quality deficiencies and develop corrective plans of action.
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.
Develop and implement policies and procedures to prevent abuse, neglect, and theft.
Assess the resident completely in a timely manner when first admitted, and then periodically, at least every 12 months.
Ensure each resident receives an accurate assessment.
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 pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
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.
Set up an ongoing quality assessment and assurance group to review quality deficiencies and develop corrective plans of action.
Have the Quality Assessment and Assurance group have the required members and meet at least quarterly
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
Allow residents to self-administer drugs if determined clinically appropriate.
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.
Develop and implement policies and procedures to prevent abuse, neglect, and theft.
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 for the safe, appropriate administration of IV fluids for a resident when needed.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
Set up an ongoing quality assessment and assurance group to review quality deficiencies and develop corrective plans of action.
+ 2 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 |
|---|---|---|---|---|
| BIDDLE, KAREN | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2014 |
| CAPORUSCIO, JAMES | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2005 |
| CRAGAN, CONSTANCE | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2003 |
| FARRINGER, IMOGENE | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2022 |
| HALBRITTER, BARRY | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2006 |
| KENSINGER, CHARLES | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2022 |
| NEFF, ROBERT | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2022 |
| REPLOGLE, BLODWEN | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2022 |
| SELL, JANET | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2022 |
| WASON, HARVEY | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2022 |
| ZOOK, CALVIN | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2022 |
| JONES, COREY | CORPORATE OFFICER | Individual | N/A | Jun 29, 1998 |
| BLACK, SCOTT | W-2 MANAGING EMPLOYEE | Individual | N/A | Jun 20, 2018 |
| JONES, COREY | W-2 MANAGING EMPLOYEE | Individual | N/A | Jun 29, 1998 |
| ROBISON, BONNIE | W-2 MANAGING EMPLOYEE | Individual | N/A | Apr 16, 2014 |