• CMS rates this facility 1/5 stars (below average)
• Has 54 certified beds with an average of 45.3 residents per day (84% occupancy)
• Last health inspection found 28 deficiencies (inspected Jan 16, 2025)
• Has been fined a total of $9,315 across 1 fine(s)
• Total nursing staff: 3.29 hours per resident per day
• Staff turnover rate: 54.0% (high)
• Part of the Continuing Healthcare Solutions chain (12 facilities)
Vista Center, the is a 1-star Medicare and Medicaid certified nursing home in Lisbon, Ohio with 54 certified beds. It has been operating since 1996. The facility scored below average compared to Ohio facilities.
Provide immediate access to any resident.
Provide safe and appropriate respiratory care for a resident when needed.
Let each resident or the resident's legal representative access or purchase copies of all the resident's records.
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.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Respond appropriately to all alleged violations.
Coordinate assessments with the pre-admission screening and resident review program; and referring for services as needed.
Create and put into place a plan for meeting the resident's most immediate needs within 48 hours of being admitted
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.
Provide safe, appropriate dialysis care/services for a resident who requires such services.
Observe each nurse aide's job performance and give regular training.
Post nurse staffing information every day.
Ensure a licensed pharmacist perform a monthly drug regimen review, including the medical chart, following irregularity reporting guidelines in developed policies and procedures.
Provide timely, quality laboratory services/tests to meet the needs of residents.
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.
Ensure meals and snacks are served at times in accordance with resident’s needs, preferences, and requests. Suitable and nourishing alternative meals and snacks must be provided for residents who want to eat at non-traditional times or outside of scheduled meal times.
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.
Electronically submit to CMS complete and accurate direct care staffing information, based on payroll and other verifiable and auditable data.
Provide and implement an infection prevention and control program.
Implement a program that monitors antibiotic use.
Develop and implement policies and procedures for flu and pneumonia vaccinations.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
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.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Provide enough nursing staff every day to meet the needs of every resident; and have a licensed nurse in charge on each shift.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
+ 30 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 |
|---|---|---|---|---|
| CONTINUING HEALTHCARE SOLUTIONS INC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 100% | Oct 2, 2015 |
| BUNNER, MICHAEL | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 5% | Jan 1, 2016 |
| MALLETT, CHRISTOPHER | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 30% | Jan 1, 2016 |
| PARSONS, BENJAMIN | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 5% | Jan 1, 2016 |
| SPRENGER, MARK | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 30% | Jan 1, 2016 |
| SPRENGER, TIMOTHY | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 30% | Jan 1, 2016 |
| BUNNER, MICHAEL | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2016 |
| MALLETT, CHRISTOPHER | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2016 |
| PARSONS, BENJAMIN | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2016 |
| SPRENGER, MARK | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2016 |
| SPRENGER, TIMOTHY | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2016 |
| BUNNER, MICHAEL | CORPORATE OFFICER | Individual | N/A | Jan 1, 2016 |
| MALLETT, CHRISTOPHER | CORPORATE OFFICER | Individual | N/A | Jan 1, 2016 |
| PARSONS, BENJAMIN | CORPORATE OFFICER | Individual | N/A | Jan 1, 2016 |
| SPRENGER, MARK | CORPORATE OFFICER | Individual | N/A | Jan 1, 2016 |
| SPRENGER, TIMOTHY | CORPORATE OFFICER | Individual | N/A | Jan 1, 2016 |
| SPRENGER, TIMOTHY | W-2 MANAGING EMPLOYEE | Individual | N/A | Jan 1, 2016 |
This chain operates 12 facilities. View all →