• CMS rates this facility 5/5 stars (above average)
• Has 91 certified beds with an average of 50.5 residents per day (55% occupancy)
• Last health inspection found 4 deficiencies (inspected Dec 30, 2024)
• No fines on record
• Total nursing staff: 4.00 hours per resident per day
• Staff turnover rate: 44.8%
• Part of the Elder Services chain (6 facilities)
West Side House Ltc Facility is a 5-star Medicare and Medicaid certified nursing home in Worcester, Massachusetts with 91 certified beds. It has been operating since 1990. The facility scored above average compared to Massachusetts facilities.
Ensure that each resident is free from the use of physical restraints, unless needed for medical treatment.
Ensure each resident receives an accurate assessment.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Provide and implement an infection prevention and control program.
Develop and implement policies and procedures to prevent abuse, neglect, and theft.
Assess the resident when there is a significant change in condition
Provide activities to meet all resident's needs.
Ensure a licensed pharmacist perform a monthly drug regimen review, including the medical chart, following irregularity reporting guidelines in developed policies and procedures.
Ensure medication error rates are not 5 percent or greater.
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.
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.
Develop and implement policies and procedures for flu and pneumonia vaccinations.
Give residents notice of Medicaid/Medicare coverage and potential liability for services not covered.
Ensure that each resident is free from the use of physical restraints, unless needed for medical treatment.
Not require residents to give up Medicare or Medicaid benefits, or pay privately as a condition of admission; and must tell residents what care they do not provide.
Provide timely notification to the resident, and if applicable to the resident representative and ombudsman, before transfer or discharge, including appeal rights.
Assess the resident when there is a significant change in condition
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.
Ensure services provided by the nursing facility meet professional standards of quality.
Have a registered nurse on duty 8 hours a day; and select a registered nurse to be the director of nurses on a full time basis.
Post nurse staffing information every day.
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.
Provide and implement an infection prevention and control program.
Regularly inspect all bed frames, mattresses, and bed rails (if any) for safety; and all bed rails and mattresses must attach safely to the bed frame.
Make sure that a working call system is available in each resident's bathroom and bathing area.
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 |
|---|---|---|---|---|
| ESSEX GROUP INCORPORATED | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 100% | May 15, 1973 |
| DOYLE, PHILIP | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 9% | Jul 10, 1974 |
| ROMANO, BRANDON | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 12% | Aug 16, 2008 |
| ROMANO, FRANK | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 44% | Jul 10, 1974 |
| ROMANO, JAMES | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 12% | Aug 16, 2008 |
| ROMANO, KATELYN | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 12% | Aug 16, 2008 |
| ROMANO, KYLE | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 12% | Aug 16, 2008 |
| ESSEX GROUP MANAGEMENT CORP | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Jan 1, 1995 |
| PICONE, SCOTT | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 26, 2002 |
| ROMANO, FRANK | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 10, 1974 |
| ROMANO, KATELYN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 8, 2017 |
| ROMANO, KYLE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 25, 2024 |
| SEMAAN, RITA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 1, 2023 |
| ROMANO, FRANK | CORPORATE DIRECTOR | Individual | N/A | Jul 10, 1974 |
| ROMANO, FRANK | CORPORATE OFFICER | Individual | N/A | Jul 10, 1974 |
| CONNECTONE BANK | 5% OR GREATER SECURITY INTEREST | Organization | N/A | Oct 10, 2023 |
| CONNECTONE BANK | 5% OR GREATER MORTGAGE INTEREST | Organization | N/A | Oct 10, 2023 |
This chain operates 6 facilities. View all →