• CMS rates this facility 2/5 stars (below average)
• Has 60 certified beds with an average of 47 residents per day (78% occupancy)
• Last health inspection found 12 deficiencies (inspected Aug 7, 2025)
• Has been fined a total of $39,316 across 2 fine(s)
• Total nursing staff: 2.95 hours per resident per day
• Staff turnover rate: 74.1% (high)
• Part of the Madison Creek Partners chain (12 facilities)
Paonia Care and Rehabilitation Center is a 2-star Medicare and Medicaid certified nursing home in Paonia, Colorado with 60 certified beds. It has been operating since 1989. The facility scored below average compared to Colorado facilities.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Protect each resident from separation (from other residents, his/her room, or confinement to his/her room).
Prevent the use of unnecessary psychotropic medications or use medications that may restrain a resident's ability to function.
Provide care and assistance to perform activities of daily living for any resident who is unable.
Provide safe and appropriate respiratory care for a resident when needed.
Provide care or services that was trauma informed and/or culturally competent.
Ensure each resident must receive and the facility must provide necessary behavioral health care and services.
Provide and implement an infection prevention and control program.
Implement a program that monitors antibiotic use.
Develop and implement policies and procedures for flu and pneumonia vaccinations.
Educate residents and staff on COVID-19 vaccination, offer the COVID-19 vaccine to eligible residents and staff after education, and properly document each resident and staff member's vaccination status.
Ensure that residents are fully informed and understand their health status, care and treatments.
Honor the resident's right to manage his or her financial affairs.
Notify each resident of certain balances and convey resident funds upon discharge, eviction, or death.
The resident has the right to receive notices in a format and a language he or she understands.
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.
Permit a resident to return to the nursing home after hospitalization or therapeutic leave that exceeds bed-hold policy.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Plan the resident's discharge to meet the resident's goals and needs.
Ensure residents do not lose the ability to perform activities of daily living unless there is a medical reason.
Ensure the activities program is directed by a qualified professional.
Ensure medication error rates are not 5 percent or greater.
Ensure that residents are free from significant medication errors.
Employ sufficient staff with the appropriate competencies and skills sets to carry out the functions of the food and nutrition service, including a qualified dietician.
Ensure menus must meet the nutritional needs of residents, be prepared in advance, be followed, be updated, be reviewed by dietician, and meet the needs of the resident.
Ensure each resident receives and the facility provides food prepared in a form designed to meet individual needs.
Ensure each resident receives and the facility provides food that accommodates resident allergies, intolerances, and preferences, as well as appealing options.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Set up an ongoing quality assessment and assurance group to review quality deficiencies and develop corrective plans of action.
+ 14 more deficiencies
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 |
|---|---|---|---|---|
| MADISON CREEK PARTNERS LLC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 100% | Jul 1, 2016 |
| BRUCE, LELAND | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 30% | Jul 1, 2016 |
| CHRISTENSEN, COVEY | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 70% | Jul 1, 2016 |
| BRUCE, LELAND | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 1, 2016 |
| CHRISTENSEN, COVEY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 1, 2016 |
| SILVER, RACHEL | CORPORATE DIRECTOR | Individual | N/A | Jul 1, 2016 |
| BRUCE, LELAND | CORPORATE OFFICER | Individual | N/A | Jul 1, 2016 |
| CHRISTENSEN, COVEY | CORPORATE OFFICER | Individual | N/A | Jul 1, 2016 |
| BRUCE, LELAND | W-2 MANAGING EMPLOYEE | Individual | N/A | Jul 1, 2016 |
| CHRISTENSEN, COVEY | W-2 MANAGING EMPLOYEE | Individual | N/A | Jul 1, 2016 |
| SILVER, RACHEL | W-2 MANAGING EMPLOYEE | Individual | N/A | Jul 1, 2016 |
This chain operates 12 facilities. View all →