• CMS rates this facility 1/5 stars (below average)
• Has 132 certified beds with an average of 114 residents per day (86% occupancy)
• Last health inspection found 10 deficiencies (inspected Nov 23, 2024)
• Has been fined a total of $15,324 across 3 fine(s)
• Total nursing staff: 4.10 hours per resident per day
• Staff turnover rate: 62.2% (high)
Mountainview Nursing Home is a 1-star Medicare and Medicaid certified nursing home in Spartanburg, South Carolina with 132 certified beds. It has been operating since 1967. The facility scored below average compared to South Carolina facilities.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
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 safe, appropriate dialysis care/services for a resident who requires such services.
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.
Ensure that residents are free from significant medication errors.
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.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Give residents notice of Medicaid/Medicare coverage and potential liability for services not covered.
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.
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.
Ensure each resident receives an accurate assessment.
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.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
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 safe and appropriate respiratory care for a resident when needed.
Post nurse staffing information every day.
Ensure each resident’s drug regimen must be free from unnecessary drugs.
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 timely, quality laboratory services/tests to meet the needs of residents.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Make sure that a working call system is available in each resident's bathroom and bathing area.
Make sure there is a pest control program to prevent/deal with mice, insects, or other pests.
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 |
|---|---|---|---|---|
| COMMUNITY SERVICES FOR THE AGING, INC. | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | N/A | Jul 1, 2010 |
| BURGESS, RICHARD | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2021 |
| BURNETT, PAUL | CORPORATE DIRECTOR | Individual | N/A | Jul 1, 2010 |
| DILLARD, WILSON | CORPORATE DIRECTOR | Individual | N/A | Jul 1, 2010 |
| FEEMSTER, SAM | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2021 |
| HERRING, LEON | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2021 |
| MCCULLOCH, CAROL | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2021 |
| MILLER, EARL | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2021 |
| SHIPPY-GILBERT, KELLY | CORPORATE DIRECTOR | Individual | N/A | Jul 1, 2010 |
| SHIRLEY, BRENDA | CORPORATE DIRECTOR | Individual | N/A | Jul 1, 2010 |
| SISK, KEITH | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2021 |
| SUMMEY, MATTHEW | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2021 |
| WALTERS, KEVIN | CORPORATE DIRECTOR | Individual | N/A | Nov 22, 1988 |
| WESSINGER, E. RALPH | CORPORATE OFFICER | Individual | N/A | Oct 9, 2012 |
| DILLARD, WILSON | W-2 MANAGING EMPLOYEE | Individual | N/A | Jul 1, 2010 |