• CMS rates this facility 4/5 stars (above average)
• Has 259 certified beds with an average of 203.4 residents per day (79% occupancy)
• Last health inspection found 29 deficiencies (inspected Jul 16, 2024)
• Has been fined a total of $272,526 across 3 fine(s)
• Total nursing staff: 4.42 hours per resident per day
• Staff turnover rate: 15.1%
Washington Ctr for Aging Svcs is a 4-star Medicare and Medicaid certified nursing home in Washington, District of Columbia with 259 certified beds. It has been operating since 1982. The facility scored above average compared to District of Columbia facilities.
Allow residents to easily view the nursing home's survey results and communicate with advocate agencies.
Ensure the transfer/discharge meets the resident's needs/preferences and that the resident is prepared for a safe transfer/discharge.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
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.
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 treatment and care according to orders, resident’s preferences and goals.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
Set up an ongoing quality assessment and assurance group to review quality deficiencies and develop corrective plans of action.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
Notify each resident of certain balances and convey resident funds upon discharge, eviction, or death.
Ensure that each resident is free from the use of physical restraints, unless needed for medical treatment.
Develop and implement policies and procedures to prevent abuse, neglect, and theft.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Respond appropriately to all alleged violations.
Provide timely notification to the resident, and if applicable to the resident representative and ombudsman, before transfer or discharge, including appeal rights.
Ensure each resident receives an accurate assessment.
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.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Provide care and assistance to perform activities of daily living for any resident who is unable.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Assist a resident in gaining access to vision and hearing services.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Provide safe and appropriate respiratory care for a resident when needed.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
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.
Keep all essential equipment working safely.
Make sure that the nursing home area is safe, easy to use, clean and comfortable for residents, staff and the public.
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.
+ 29 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 |
|---|---|---|---|---|
| NASH, STEVE | CORPORATE DIRECTOR | Individual | N/A | Jul 21, 2010 |
| TYAGI, MAHESH | CORPORATE DIRECTOR | Individual | N/A | Jul 21, 2010 |
| NASH, STEVE | W-2 MANAGING EMPLOYEE | Individual | N/A | Jul 21, 2010 |
| TYAGI, MAHESH | W-2 MANAGING EMPLOYEE | Individual | N/A | Jul 21, 2010 |