• CMS rates this facility 4/5 stars (above average)
• Has 99 certified beds with an average of 80.2 residents per day (81% occupancy)
• Last health inspection found 6 deficiencies (inspected Nov 21, 2024)
• Has been fined a total of $113,129 across 1 fine(s)
• Total nursing staff: 5.07 hours per resident per day
• Staff turnover rate: 50.4% (high)
Norlite Nursing Center is a 4-star Medicare and Medicaid certified nursing home in Marquette, Michigan with 99 certified beds. It has been operating since 1978. The facility scored above average compared to Michigan facilities.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
Provide enough food/fluids to maintain a resident's health.
Obtain a doctor's order to admit a resident and ensure the resident is under a doctor's care.
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.
Ensure therapeutic diets are prescribed by the attending physician and may be delegated to a registered or licensed dietitian, to the extent allowed by State law.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Provide enough food/fluids to maintain a resident's health.
Provide safe, appropriate pain management for a resident who requires such services.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Assist a resident in gaining access to vision and hearing services.
Ensure each resident must receive and the facility must provide necessary behavioral health care and services.
Ensure medication error rates are not 5 percent or greater.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Provide and implement an infection prevention and control program.
Reasonably accommodate the needs and preferences of each resident.
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.
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.
Ensure medication error rates are not 5 percent or greater.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Arrange for the provision of hospice services or assist the resident in transferring to a facility that will arrange for the provision of hospice services.
Have the Quality Assessment and Assurance group have the required members and meet at least quarterly
Provide and implement an infection prevention and control program.
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 |
|---|---|---|---|---|
| BUCK, LINDA | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 22% | Jan 1, 2003 |
| EISELE, BARBARA | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 14% | Aug 31, 2005 |
| HOLLIDAY, VICTOR | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 6% | Jan 1, 1988 |
| JAEDECKE, ROBERT | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 14% | Aug 31, 2005 |
| JOHNSON, ERIC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 22% | Jan 1, 2003 |
| JOHNSON, LEE | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 22% | Jan 1, 2003 |
| UP REHAB SERVICES LLC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Jan 1, 2005 |
| CARLSON, WAYNE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2013 |
| JOHNSON, WAYNE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Apr 19, 2019 |
| BUCK, LINDA | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2009 |
| HOLLIDAY, VICTOR | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 1988 |
| JOHNSON, ERIC | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2003 |
| JOHNSON, LEE | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2003 |
| BUCK, LINDA | CORPORATE OFFICER | Individual | N/A | Jan 1, 2003 |
| HOLLIDAY, VICTOR | CORPORATE OFFICER | Individual | N/A | Jan 1, 1988 |
| JOHNSON, ERIC | CORPORATE OFFICER | Individual | N/A | Jan 1, 2003 |
| JOHNSON, LEE | CORPORATE OFFICER | Individual | N/A | Jan 1, 2003 |