• CMS rates this facility 3/5 stars (average)
• Has 51 certified beds with an average of 43.8 residents per day (86% occupancy)
• Last health inspection found 12 deficiencies (inspected Mar 23, 2023)
• No fines on record
• Total nursing staff: 5.22 hours per resident per day
• Staff turnover rate: 31.3%
Shenandoah Valley Westminster Canterbury is a 3-star Medicare and Medicaid certified nursing home in Winchester, Virginia with 51 certified beds. It has been operating since 1987. The facility scored at average compared to Virginia facilities.
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.
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 treatment and care according to orders, resident’s preferences and goals.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
Provide safe, appropriate pain management for a resident who requires such services.
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.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
Designate a qualified infection preventionist to be responsible for the infection prevent and control program in the nursing home.
Not transfer or discharge a resident without an adequate reason; and must provide documentation and convey specific information when a resident is transferred or discharged.
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.
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.
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.
The resident has the right to receive notices in a format and a language he or she understands.
Allow residents to easily view the nursing home's survey results and communicate with advocate agencies.
Not transfer or discharge a resident without an adequate reason; and must provide documentation and convey specific information when a resident is transferred or discharged.
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.
Ensure services provided by the nursing facility meet professional standards of quality.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
Provide safe and appropriate respiratory care for a resident when needed.
Provide and implement an infection prevention and control program.
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 |
|---|---|---|---|---|
| HARRIS, MICHELLE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 21, 2005 |
| PATTERSON, PAIGE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 29, 2022 |
| SHILEY, GLORIA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2008 |
| HARRIS, MICHELLE | CORPORATE DIRECTOR | Individual | N/A | Mar 21, 2005 |
| SHILEY, GLORIA | CORPORATE OFFICER | Individual | N/A | Jan 1, 2008 |
| WERNECKE, DUANE | CORPORATE OFFICER | Individual | N/A | Jul 3, 2012 |