• CMS rates this facility 4/5 stars (above average)
• Has 57 certified beds with an average of 2.1 residents per day (4% occupancy)
• Last health inspection found 3 deficiencies (inspected Jan 13, 2025)
• No fines on record
• Total nursing staff: 0.00 hours per resident per day
Touchmark on South Hill Nursing is a 4-star Medicare certified nursing home in Spokane, Washington with 57 certified beds. It has been operating since 1996. The facility scored above average compared to Washington facilities.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Develop and implement policies and procedures for flu and pneumonia vaccinations.
Ensure that residents are fully informed and understand their health status, care and treatments.
Protect each resident from the wrongful use of the resident's belongings or money.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Ensure each resident receives an accurate assessment.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
Ensure that residents are free from significant medication errors.
Provide and implement an infection prevention and control program.
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.
Respond appropriately to all alleged violations.
Reasonably accommodate the needs and preferences of each resident.
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.
Provide safe, appropriate dialysis care/services for a resident who requires such services.
Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
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.
Ensure that residents are free from significant medication errors.
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.
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.
Ensure menus must meet the nutritional needs of residents, be prepared in advance, be followed, be updated, be reviewed by dietician, and meet the needs of the resident.
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.
Ensure that residents are fully informed and understand their health status, care and treatments.
Ensure that each resident is free from the use of physical restraints, unless needed for medical treatment.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Provide safe, appropriate dialysis care/services for a resident who requires such services.
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 |
|---|---|---|---|---|
| COLLEEN T AND WERNER G NISTLER JR FAMILY TRUST | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | N/A | Feb 11, 2010 |
| TOUCHMARK, LLC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | N/A | Dec 31, 2018 |
| BAIR, JEFFREY | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | N/A | Feb 11, 2010 |
| NISTLER, COLLEEN | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | N/A | Feb 11, 2010 |
| NISTLER, WERNER | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | N/A | Feb 11, 2010 |
| PRYOR, BRIAN | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | N/A | Feb 11, 2010 |
| COLLEEN T AND WERNER G NISTLER JR FAMILY TRUST | GENERAL PARTNERSHIP INTEREST | Organization | N/A | Feb 11, 2010 |
| TOUCHMARK LIVING CENTERS, INC. | GENERAL PARTNERSHIP INTEREST | Organization | N/A | Feb 11, 2010 |
| NISTLER, COLLEEN | GENERAL PARTNERSHIP INTEREST | Individual | N/A | Feb 11, 2010 |
| NISTLER, WERNER | GENERAL PARTNERSHIP INTEREST | Individual | N/A | Feb 11, 2010 |
| TOUCHMARK LIVING CENTERS, INC. | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Feb 11, 2010 |
| BAIR, JEFFREY | CORPORATE DIRECTOR | Individual | N/A | Feb 11, 2010 |
| NISTLER, COLLEEN | CORPORATE DIRECTOR | Individual | N/A | Feb 11, 2010 |
| NISTLER, WERNER | CORPORATE DIRECTOR | Individual | N/A | Feb 11, 2010 |
| PRYOR, BRIAN | CORPORATE DIRECTOR | Individual | N/A | Feb 11, 2010 |
| BAIR, JEFFREY | W-2 MANAGING EMPLOYEE | Individual | N/A | Feb 11, 2010 |
| MCGAUGHEY, MEAGAN | W-2 MANAGING EMPLOYEE | Individual | N/A | Jan 1, 2017 |