• CMS rates this facility 2/5 stars (below average)
• Has 32 certified beds with an average of 29.8 residents per day (93% occupancy)
• Last health inspection found 15 deficiencies (inspected Feb 10, 2025)
• No fines on record
• Total nursing staff: 3.96 hours per resident per day
• Staff turnover rate: 36.6%
Rumford Community Home is a 2-star Medicare and Medicaid certified nursing home in Rumford, Maine with 32 certified beds. It has been operating since 1993. The facility scored below average compared to Maine facilities.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Reasonably accommodate the needs and preferences of each 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.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Provide safe and appropriate respiratory care for a resident when needed.
Ensure each resident’s drug regimen must be free from unnecessary drugs.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Provide and implement an infection prevention and control program.
Designate a qualified infection preventionist to be responsible for the infection prevent and control program in the nursing home.
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 nurse aides have the skills they need to care for residents, and give nurse aides education in dementia care and abuse prevention.
Create and put into place a plan for meeting the resident's most immediate needs within 48 hours of being admitted
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Regularly inspect all bed frames, mattresses, and bed rails (if any) for safety; and all bed rails and mattresses must attach safely to the bed frame.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Dispose of garbage and refuse properly.
Allow resident to participate in the development and implementation of his or her person-centered plan of care.
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.
Provide timely notification to the resident, and if applicable to the resident representative and ombudsman, before transfer or discharge, including appeal rights.
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.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
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.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Dispose of garbage and refuse properly.
Develop and implement policies and procedures for flu and pneumonia vaccinations.
Give their staff education on dementia care, and what abuse, neglect, and exploitation are; and how to report abuse, neglect, and exploitation.
No penalties on record.
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 |
|---|---|---|---|---|
| CENTRAL MAINE HEALTHCARE CORPORATION | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 100% | Jul 1, 2000 |
| BODGER, JENNIFER | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jun 6, 2016 |
| BOUTAUGH, NICOLE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 1, 2023 |
| BURROWS, STEPHANIE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 8, 2021 |
| FRENCH, ERIC | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 8, 2021 |
| SHEW, ELIZABETH | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 1, 2022 |
| ST. PETER, KRISTEN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 8, 2021 |
| CULVER, DEVORE | CORPORATE DIRECTOR | Individual | N/A | Aug 29, 2018 |
| KOSKI, JANET | CORPORATE OFFICER | Individual | N/A | Jan 1, 2018 |
| LITTLESON, STEVEN | CORPORATE OFFICER | Individual | N/A | Aug 9, 2021 |
| PAULOSKY, DAVID | CORPORATE OFFICER | Individual | N/A | Jun 13, 2022 |
| SHEW, ELIZABETH | CORPORATE OFFICER | Individual | N/A | Mar 1, 2022 |