• CMS rates this facility 1/5 stars (below average)
• Has 200 certified beds with an average of 126.2 residents per day (63% occupancy)
• Last health inspection found 15 deficiencies (inspected Jul 29, 2025)
• Has been fined a total of $16,801 across 2 fine(s)
• Total nursing staff: 3.43 hours per resident per day
• Staff turnover rate: 74.0% (high)
Senior Care Center - Brunswick is a 1-star Medicare and Medicaid certified nursing home in Brunswick, Georgia with 200 certified beds. It has been operating since 2008. The facility scored below average compared to Georgia facilities.
Provide care and assistance to perform activities of daily living for any resident who is unable.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Provide enough nursing staff every day to meet the needs of every resident; and have a licensed nurse in charge on each shift.
Notify each resident of certain balances and convey resident funds upon discharge, eviction, or death.
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.
Ensure services provided by the nursing facility meet professional standards of quality.
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.
Ensure medication error rates are not 5 percent or greater.
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 each resident receives and the facility provides food prepared in a form designed to meet individual needs.
Dispose of garbage and refuse properly.
Provide and implement an infection prevention and control program.
Provide bedrooms that don't allow residents to see each other when privacy is needed.
Allow residents to self-administer drugs if determined clinically appropriate.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Respond appropriately to all alleged violations.
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.
Provide appropriate care for a resident to maintain and/or improve range of motion (ROM), limited ROM and/or mobility, unless a decline is for a medical reason.
Provide safe and appropriate respiratory care for a resident when needed.
Ensure each resident’s drug regimen must be free from unnecessary drugs.
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.
Administer the facility in a manner that enables it to use its resources effectively and efficiently.
Provide and implement an infection prevention and control program.
Ensure necessary information is communicated to the resident, and receiving health care provider at the time of a planned discharge.
Encode each resident’s assessment data and transmit these data to the State within 7 days of assessment.
Coordinate assessments with the pre-admission screening and resident review program; and referring for services as needed.
+ 8 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 |
|---|---|---|---|---|
| SOUTHEAST GEORGIA HEALTH SYSTEM, INC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | May 1, 2015 |
| MILLZAAO, JOHN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 1, 2019 |
| BARKER, JEFFERY | CORPORATE DIRECTOR | Individual | N/A | May 1, 2019 |
| CHITTY, STEPHEN | CORPORATE DIRECTOR | Individual | N/A | May 1, 2019 |
| HAMPTON, KAY | CORPORATE DIRECTOR | Individual | N/A | May 1, 2019 |
| HEPBURN, VALERIE | CORPORATE DIRECTOR | Individual | N/A | May 1, 2015 |
| HODGES, MICHAEL | CORPORATE DIRECTOR | Individual | N/A | May 1, 2015 |
| HUGHES, J | CORPORATE DIRECTOR | Individual | N/A | May 1, 2015 |
| JONES, MITCHELL | CORPORATE DIRECTOR | Individual | N/A | May 1, 2015 |
| LUCKE, CAROLYN | CORPORATE DIRECTOR | Individual | N/A | Dec 3, 2018 |
| TURNER, ROBERT | CORPORATE DIRECTOR | Individual | N/A | May 1, 2015 |
| WILLIS, GARY | CORPORATE DIRECTOR | Individual | N/A | May 1, 2015 |
| WILSON, SHIRLEY | CORPORATE DIRECTOR | Individual | N/A | May 1, 2019 |
| MILLZAAO, JOHN | CORPORATE OFFICER | Individual | N/A | Jul 1, 2019 |
| SCHERNECK, MICHAEL | CORPORATE OFFICER | Individual | N/A | May 1, 2015 |