• CMS rates this facility 2/5 stars (below average)
• Has 40 certified beds with an average of 35.7 residents per day (89% occupancy)
• Last health inspection found 14 deficiencies (inspected Dec 4, 2025)
• Has been fined a total of $27,690 across 2 fine(s)
• Total nursing staff: 4.03 hours per resident per day
• Staff turnover rate: 54.9% (high)
Spring Valley Health and Rehab Center is a 2-star Medicare and Medicaid certified nursing home in Spring Valley, Wisconsin with 40 certified beds. It has been operating since 1990. The facility scored below average compared to Wisconsin facilities.
Develop and implement policies and procedures to prevent abuse, neglect, and theft.
Give residents notice of Medicaid/Medicare coverage and potential liability for services not covered.
Provide the required documentation or notification related to the resident's needs, appeal rights, or bed-hold policies.
PASARR screening for Mental disorders or Intellectual Disabilities
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.
Ensure that feeding tubes are not used unless there is a medical reason and the resident agrees; and provide appropriate care for a resident with a feeding tube.
Provide care or services that was trauma informed and/or culturally competent.
Employ sufficient staff with the appropriate competencies and skills sets to carry out the functions of the food and nutrition service, including a qualified dietician.
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.
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.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
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.
Observe each nurse aide's job performance and give regular training.
Conduct and document a facility-wide assessment to determine what resources are necessary to care for residents competently during both day-to-day operations (including nights and weekends) and emergencies.
Electronically submit to CMS complete and accurate direct care staffing information, based on payroll and other verifiable and auditable data.
Ensure nurse aides have the skills they need to care for residents, and give nurse aides education in dementia care and abuse prevention.
Provide care by qualified persons according to each resident's written plan of care.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
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 enough food/fluids to maintain a resident's health.
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.
Provide and implement an infection prevention and control program.
Respond appropriately to all alleged violations.
+ 9 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 |
|---|---|---|---|---|
| VILLAGE OF SPRING VALLEY | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 100% | Jul 15, 2019 |
| HEALTH DIMENSIONS CONSULTING INC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Dec 1, 2022 |
| BRISCOE, DAVID | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Dec 1, 2022 |
| BRISCOE, PATRICIA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Dec 1, 2022 |
| EMERSON, LUANN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Apr 20, 2015 |
| FIELD, THOMAS | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Nov 10, 2025 |
| ROGOTZKE, AMBER | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Dec 1, 2022 |
| SHVETZOFF HENNESSEY, ERIN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Dec 1, 2022 |
| SHVETZOFF, SERGEI | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Dec 1, 2022 |
| SHVETZOFF, TAMI | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Dec 1, 2022 |
| ZURBUCHEN, RYAN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 7, 2025 |
| JORGENSON, BRADLEY | CORPORATE OFFICER | Individual | N/A | Apr 19, 2022 |
| KOCH, THERESA | CORPORATE OFFICER | Individual | N/A | Apr 15, 2025 |
| BREMER BANK NATIONAL ASSOCIATION | 5% OR GREATER MORTGAGE INTEREST | Organization | N/A | Jul 15, 2019 |