• CMS rates this facility 3/5 stars (average)
• Has 140 certified beds with an average of 90 residents per day (64% occupancy)
• Last health inspection found 7 deficiencies (inspected Apr 18, 2025)
• Has been fined a total of $98,590 across 3 fine(s)
• Total nursing staff: 3.12 hours per resident per day
• Staff turnover rate: 61.0% (high)
Southgate Health Care Center is a 3-star Medicare and Medicaid certified nursing home in Metropolis, Illinois with 140 certified beds. It has been operating since 1979. The facility scored at average compared to Illinois facilities.
Make sure there is a pest control program to prevent/deal with mice, insects, or other pests.
Provide basic life support, including CPR, prior to the arrival of emergency medical personnel , subject to physician orders and the resident’s advance directives.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Respond appropriately to all alleged violations.
Provide care and assistance to perform activities of daily living for any resident who is unable.
Provide enough nursing staff every day to meet the needs of every resident; and have a licensed nurse in charge on each shift.
Provide and implement an infection prevention and control program.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Provide enough food/fluids to maintain a resident's health.
Ensure that nurses and nurse aides have the appropriate competencies to care for every resident in a way that maximizes each resident's well being.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
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.
Provide appropriate care for residents who are continent or incontinent of bowel/bladder, appropriate catheter care, and appropriate care to prevent urinary tract infections.
Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
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.
Provide and implement an infection prevention and control program.
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.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
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.
Not require residents to give up Medicare or Medicaid benefits, or pay privately as a condition of admission; and must tell residents what care they do not provide.
Coordinate assessments with the pre-admission screening and resident review program; and referring for services as needed.
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.
Have a registered nurse on duty 8 hours a day; and select a registered nurse to be the director of nurses on a full time basis.
Electronically submit to CMS complete and accurate direct care staffing information, based on payroll and other verifiable and auditable data.
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 |
|---|---|---|---|---|
| BELL, SHELLY | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 6% | Jan 1, 1995 |
| PARKER, JANE | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 81% | Jan 2, 1975 |
| THOMPSON, JEFF | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 6% | Jan 1, 1995 |
| THOMPSON, SAMUEL | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 6% | Aug 1, 1995 |
| DAUBERT, MARY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Feb 16, 2024 |
| THOMPSON, SAMUEL | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Aug 1, 1995 |
| WRIGHT, ALEX | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 1, 2024 |
| BELL, SHELLY | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 1995 |
| PARKER, JANE | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 1975 |
| THOMPSON, JEFF | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 1995 |
| THOMPSON, SAMUEL | CORPORATE DIRECTOR | Individual | N/A | Aug 1, 1995 |
| PARKER, JANE | CORPORATE OFFICER | Individual | N/A | Jan 2, 1975 |
| THOMPSON, SAMUEL | CORPORATE OFFICER | Individual | N/A | Aug 1, 1995 |