• CMS rates this facility 1/5 stars (below average)
• Has 120 certified beds with an average of 112.2 residents per day (94% occupancy)
• Last health inspection found 9 deficiencies (inspected Dec 11, 2025)
• Has been fined a total of $62,606 across 5 fine(s)
• Total nursing staff: 3.47 hours per resident per day
• Staff turnover rate: 59.6% (high)
• Part of the Norbert Bennett & Donald Denz chain (31 facilities)
Tupelo Community Care Center is a 1-star Medicare and Medicaid certified nursing home in Tupelo, Mississippi with 120 certified beds. It has been operating since 1991. The facility scored below average compared to Mississippi facilities.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
Honor the resident's right to request, refuse, and/or discontinue treatment, to participate in or refuse to participate in experimental research, and to formulate an advance directive.
Ensure each resident receives an accurate assessment.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
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 therapeutic diets are prescribed by the attending physician and may be delegated to a registered or licensed dietitian, to the extent allowed by State law.
Provide and implement an infection prevention and control program.
Honor the resident's right to and the facility must promote and facilitate resident self-determination through support of resident choice.
Provide timely notification to the resident, and if applicable to the resident representative and ombudsman, before transfer or discharge, including appeal rights.
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.
Ensure each resident receives an accurate assessment.
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.
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.
Provide and implement an infection prevention and control program.
Keep all essential equipment working safely.
Put firmly secured handrails on each side of hallways.
Ensure nurse aides have the skills they need to care for residents, and give nurse aides education in dementia care and abuse prevention.
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.
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.
Administer the facility in a manner that enables it to use its resources effectively and efficiently.
Set up an ongoing quality assessment and assurance group to review quality deficiencies and develop corrective plans of action.
Create and put into place a plan for meeting the resident's most immediate needs within 48 hours of being admitted
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Ensure residents have reasonable access to and privacy in their use of communication methods.
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 pain management for a resident who requires such services.
+ 4 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 |
|---|---|---|---|---|
| D&N, LLC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 50% | Jun 30, 2003 |
| DTD HC, LLC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 50% | Jun 30, 2003 |
| DONALD T DENZ IRRV TR | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | May 23, 2008 |
| NORBERT A BENNETT IRRV TR FBO CHILDREN | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | May 23, 2008 |
| NORBERT A BENNETT IRRV TR FBO GRANDCHILDREN | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | May 23, 2008 |
| BENNETT, NORBERT | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | N/A | Jun 30, 2003 |
| DENZ, DONALD | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | N/A | Jun 30, 2003 |
| BENNETT, SLYMECE | W-2 MANAGING EMPLOYEE | Individual | N/A | Feb 17, 2020 |
This chain operates 31 facilities. View all →