• CMS rates this facility 1/5 stars (below average)
• Has 66 certified beds with an average of 44.4 residents per day (67% occupancy)
• Last health inspection found 34 deficiencies (inspected Feb 6, 2025)
• Has been fined a total of $29,572 across 1 fine(s)
• Total nursing staff: 4.03 hours per resident per day
• Staff turnover rate: 49.1%
Pioneer Valley Living And Rehab is a 1-star Medicare and Medicaid certified nursing home in Sergeant Bluff, Iowa with 66 certified beds. It has been operating since 2016. The facility scored below average compared to Iowa facilities.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
Assess the resident when there is a significant change in condition
Encode each resident’s assessment data and transmit these data to the State within 7 days of assessment.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Ensure services provided by the nursing facility meet professional standards of quality.
Ensure residents do not lose the ability to perform activities of daily living unless there is a medical reason.
Provide care and assistance to perform activities of daily living for any resident who is unable.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
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.
Have a plan that describes the process for conducting QAPI and QAA activities.
Provide and implement an infection prevention and control program.
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.
Assess the resident completely in a timely manner when first admitted, and then periodically, at least every 12 months.
Assess the resident when there is a significant change in condition
Assure that each resident’s assessment is updated at least once every 3 months.
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.
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 appropriate pressure ulcer care and prevent new ulcers from developing.
Provide safe and appropriate respiratory care for a resident when needed.
Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
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.
Have a plan that describes the process for conducting QAPI and QAA activities.
Provide and implement an infection prevention and control program.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
+ 31 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 |
|---|---|---|---|---|
| AMICK, STEPHANIE | LIMITED PARTNERSHIP INTEREST | Individual | N/A | Jan 1, 2018 |
| DEWITT, JOSEPH | LIMITED PARTNERSHIP INTEREST | Individual | N/A | Mar 1, 2011 |
| HENGGELER, PATRICK | LIMITED PARTNERSHIP INTEREST | Individual | N/A | Sep 25, 2009 |
| JP SENIOR MANAGEMENT LLC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Mar 1, 2016 |
| AMICK, STEPHANIE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 22, 2024 |
| DEWITT, JOSEPH | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2022 |
| HENGGELER, PATRICK | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2016 |
| NIELSEN, TIM | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Apr 5, 2021 |