• CMS rates this facility 2/5 stars (below average)
• Has 76 certified beds with an average of 55.1 residents per day (73% occupancy)
• Last health inspection found 12 deficiencies (inspected Dec 20, 2024)
• Has been fined a total of $118,383 across 2 fine(s)
• Total nursing staff: 4.77 hours per resident per day
• Staff turnover rate: 58.9% (high)
Mother of Mercy Senior Living is a 2-star Medicare and Medicaid certified nursing home in Albany, Minnesota with 76 certified beds. It has been operating since 1986. The facility scored below average compared to Minnesota facilities.
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.
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.
Encode each resident’s assessment data and transmit these data to the State within 7 days of assessment.
Post nurse staffing information every day.
Conduct and document a facility-wide assessment to determine what resources are necessary to care for residents competently during both day-to-day operations (including nights and weekends) and emergencies.
Have a plan that describes the process for conducting QAPI and QAA activities.
Provide and implement an infection prevention and control program.
Develop and implement policies and procedures for flu and pneumonia vaccinations.
Ensure that residents are fully informed and understand their health status, care and treatments.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
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.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Provide and implement an infection prevention and control program.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
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.
Electronically submit to CMS complete and accurate direct care staffing information, based on payroll and other verifiable and auditable data.
Develop and implement policies and procedures to prevent abuse, neglect, and theft.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
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.
Ensure that each resident is free from the use of physical restraints, unless needed for medical treatment.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Provide medically-related social services to help each resident achieve the highest possible quality of life.
Set up an ongoing quality assessment and assurance group to review quality deficiencies and develop corrective plans of action.
Implement a program that monitors antibiotic use.
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 |
|---|---|---|---|---|
| ATKINSON, JACKIE | CORPORATE DIRECTOR | Individual | N/A | Sep 24, 2014 |
| BAUMGARTNER, TOM | CORPORATE DIRECTOR | Individual | N/A | Sep 23, 2009 |
| JENNIGES, BRADLEY | CORPORATE DIRECTOR | Individual | N/A | Nov 19, 2014 |
| KNAPP, MARK | CORPORATE DIRECTOR | Individual | N/A | Sep 26, 2012 |
| OEHRLEIN, TERRY | CORPORATE DIRECTOR | Individual | N/A | Sep 24, 2014 |
| TOMCZIK, PAUL | CORPORATE DIRECTOR | Individual | N/A | Sep 23, 2015 |
| MCDEVITT, DEAN | W-2 MANAGING EMPLOYEE | Individual | N/A | May 1, 2014 |