• CMS rates this facility 4/5 stars (above average)
• Has 49 certified beds with an average of 36.4 residents per day (74% occupancy)
• Last health inspection found 1 deficiencies (inspected Nov 20, 2025)
• No fines on record
• Total nursing staff: 3.38 hours per resident per day
• Staff turnover rate: 33.3%
• Part of the Care Initiatives chain (43 facilities)
Wapello Specialty Care is a 4-star Medicare and Medicaid certified nursing home in Wapello, Iowa with 49 certified beds. It has been operating since 2002. The facility scored above average compared to Iowa facilities.
Provide and implement an infection prevention and control program.
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.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Provide appropriate care for residents who are continent or incontinent of bowel/bladder, appropriate catheter care, and appropriate care to prevent urinary tract infections.
Ensure services provided by the nursing facility meet professional standards of quality.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
Allow residents to self-administer drugs if determined clinically appropriate.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
Assess the resident when there is a significant change in condition
Assure that each resident’s assessment is updated at least once every 3 months.
Encode each resident’s assessment data and transmit these data to the State within 7 days of assessment.
Coordinate assessments with the pre-admission screening and resident review program; and referring for services as needed.
PASARR screening for Mental disorders or Intellectual Disabilities
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Ensure services provided by the nursing facility meet professional standards of quality.
Provide care and assistance to perform activities of daily living for any resident who is unable.
Ensure each resident must receive and the facility must provide necessary behavioral health care and services.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
Have a plan that describes the process for conducting QAPI and QAA activities.
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.
Not transfer or discharge a resident without an adequate reason; and must provide documentation and convey specific information when a resident is transferred or discharged.
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 appropriate care for residents who are continent or incontinent of bowel/bladder, appropriate catheter care, and appropriate care to prevent urinary tract infections.
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 |
|---|---|---|---|---|
| CARE INITIATIVES | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 100% | Nov 12, 2010 |
| BAEDKE, CHARISSA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2024 |
| PARIS, KRISTEN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 12, 2023 |
| WEI, SHIPENG | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2024 |
| BEAL, MICHAEL | CORPORATE DIRECTOR | Individual | N/A | Jun 1, 2020 |
| BOWEN, LANE | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2021 |
| CAROTHERS, MARY JANE | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2023 |
| CHILDS, KEVIN | CORPORATE DIRECTOR | Individual | N/A | Apr 1, 2023 |
| CORLESS, PETER | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2025 |
| KREIN, KEITH | CORPORATE DIRECTOR | Individual | N/A | Jun 29, 2022 |
| RUST, ELIZABETH | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2023 |
| STURM, DENISE | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2021 |
| UPMEYER, LINDA | CORPORATE DIRECTOR | Individual | N/A | Jun 29, 2022 |
| BEAL, MICHAEL | CORPORATE OFFICER | Individual | N/A | Jun 1, 2020 |
| DIXON, DAVID | CORPORATE OFFICER | Individual | N/A | Jun 1, 2016 |
| DRAKE, EMILY | CORPORATE OFFICER | Individual | N/A | Jan 4, 2023 |
| GILYARD, TANYA | CORPORATE OFFICER | Individual | N/A | May 23, 2025 |
| KUHN, JERAMY | CORPORATE OFFICER | Individual | N/A | Jun 25, 2008 |
| MCDYER, JESSICA | CORPORATE OFFICER | Individual | N/A | Feb 22, 2023 |
| VOLM, JOHANNA | CORPORATE OFFICER | Individual | N/A | Jan 1, 2021 |
| COMPUTERSHARE CORPORATE TRUST | 5% OR GREATER MORTGAGE INTEREST | Organization | N/A | Jan 1, 2025 |
This chain operates 43 facilities. View all →