• CMS rates this facility 3/5 stars (average)
• Has 112 certified beds with an average of 106.1 residents per day (95% occupancy)
• Last health inspection found 10 deficiencies (inspected May 15, 2024)
• Has been fined a total of $20,394 across 3 fine(s)
• Total nursing staff: 3.99 hours per resident per day
• Staff turnover rate: 53.6% (high)
Richfield Health Center - Salem is a 3-star Medicare and Medicaid certified nursing home in Salem, Virginia with 112 certified beds. It has been operating since 1967. The facility scored at average compared to Virginia facilities.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
Give residents notice of Medicaid/Medicare coverage and potential liability for services not covered.
Ensure each resident receives an accurate assessment.
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 treatment and care according to orders, resident’s preferences and goals.
Ensure a licensed pharmacist perform a monthly drug regimen review, including the medical chart, following irregularity reporting guidelines in developed policies and procedures.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
Develop and implement policies and procedures for flu and pneumonia vaccinations.
Ensure services provided by the nursing facility meet professional standards of quality.
Ensure that residents are free from significant medication errors.
Provide timely, quality laboratory services/tests to meet the needs of residents.
Provide or get specialized rehabilitative services as required for a 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.
Develop and implement policies and procedures to prevent abuse, neglect, and theft.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Provide care and assistance to perform activities of daily living for any resident who is unable.
Ensure each resident’s drug regimen must be free from unnecessary drugs.
Provide timely, quality laboratory services/tests to meet the needs of residents.
Provide and implement an infection prevention and control program.
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.
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.
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.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Provide appropriate care for residents who are continent or incontinent of bowel/bladder, appropriate catheter care, and appropriate care to prevent urinary tract infections.
Have an agreement with an approved laboratory to obtain services, if on-site laboratory services aren't provided.
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.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
+ 1 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 |
|---|---|---|---|---|
| FRIENDSHIP FOUNDATION INC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 100% | Oct 1, 2023 |
| FRIENDSHIP FOUNDATION INC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Oct 1, 2023 |
| VALLEY MANAGEMENT CO INC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Oct 1, 2023 |
| BISHOP, NATHANIEL | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 1, 2023 |
| CAMPBELL, LUKE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 1, 2023 |
| COMBS, GLEN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 1, 2023 |
| DUNCAN, STEPHANIE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 1, 2023 |
| FEINOUR, EDWIN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 1, 2023 |
| FELDMANN, GREG | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 1, 2023 |
| GROVE, LUCIAN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 1, 2023 |
| HIGGINS, BENJAMIN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 1, 2023 |
| HOFF, JOSEPH | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 1, 2023 |
| HUGHES, ANGELA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 1, 2002 |
| JOHNSON, CYNDA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 1, 2023 |
| LAWSON, ROBERT | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 1, 2023 |
| LAYELL, ERIN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Nov 1, 2024 |
| LOWE, TODD | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 1, 2023 |
| NESTER, PAUL | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 1, 2024 |
| NICHOLS, WHITNEY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 4, 2023 |
| OELSCHLAGER, KATHRYN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 1, 2023 |
| RODGER, MARY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 1, 2023 |
| SANDEL, ROBERT | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 1, 2023 |
| SHANNON, CHARLES | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 1, 2023 |
| BISHOP, NATHANIEL | CORPORATE DIRECTOR | Individual | N/A | Oct 1, 2023 |
| COMBS, GLEN | CORPORATE DIRECTOR | Individual | N/A | Oct 1, 2023 |
| FEINOUR, EDWIN | CORPORATE DIRECTOR | Individual | N/A | Oct 1, 2023 |
| GROVE, LUCIAN | CORPORATE DIRECTOR | Individual | N/A | Oct 1, 2023 |
| JOHNSON, CYNDA | CORPORATE DIRECTOR | Individual | N/A | Oct 1, 2023 |
| LAWSON, ROBERT | CORPORATE DIRECTOR | Individual | N/A | Oct 1, 2023 |
| OELSCHLAGER, KATHRYN | CORPORATE DIRECTOR | Individual | N/A | Oct 1, 2023 |
| SANDEL, ROBERT | CORPORATE DIRECTOR | Individual | N/A | Oct 1, 2023 |
| WILLIAMSON, JOHN | CORPORATE DIRECTOR | Individual | N/A | Oct 1, 2023 |
| HOFF, JOSEPH | CORPORATE OFFICER | Individual | N/A | Oct 1, 2023 |
| SHANNON, CHARLES | CORPORATE OFFICER | Individual | N/A | Oct 1, 2023 |