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LaSalle County Nursing Home reports rising occupancy, paid fine after G‑level citations and ongoing staffing gaps
Summary
The nursing home reported its highest census since February 2020 (68 residents; 89% occupancy on 75 beds), paid a $17,000 fine tied to two G‑level citations, is operating under a conditional license with a plan of correction in place, and listed multiple RN/LPN/CNA vacancies; the board moved to file the report and approved bills.
The LaSalle County Nursing Home presented operational, clinical and financial updates to the board on Dec. 11. Administrator Eliana reported a November average daily census of 60.67 and a current census of 68 residents, the highest since Feb. 28, 2020; occupancy stands at 89 percent based on 75 licensed beds and the facility maintains an active five‑person waiting list.
On finances, the nursing home reported November revenue of about $434,000 and expenses of more than $688,000. The facility paid a $17,000 fine associated with two G‑level citations identified during the state annual recertification survey; the presenter said one citation related to falls and documentation and a repeat citation was issued on follow‑up. The facility is operating under a conditional license, has a current plan of correction and is conducting audits and training associated with compliance.
Clinical metrics reported no outbreaks, seven falls in November with no major injury, three hospital readmissions judged appropriate, and one unsubstantiated abuse/neglect report filed with the Illinois Department of Public Health. Eliana said the facility is implementing revised policies and competencies (for example, wheelchair transfers) and expects to complete plan‑of‑correction tasks by Jan. 30.
The nursing home listed current staffing vacancies: seven RN positions, one LPN, multiple CNA vacancies and others; agency staffing was used for 661 hours in the month with agency RN rates around $90 per hour. Eliana said management plans to reduce agency costs by reclassifying some agency RN shifts to LPNs at lower hourly rates and will conduct a market‑analysis wage evaluation to improve recruitment.
Capital and operational projects include replacing two service doors to meet life‑safety code, stripping and refinishing floors, upgrading dining service and menu options, going paperless for medical records (estimated implementation 3–6 months), security camera and door upgrades, and replacing one patient lift estimated at about $11,000. The administrator flagged the potential to seek grants for a previously studied outdoor sunroom/patio project and asked the board to consider it on a future agenda due to short application timelines.
The board moved to place the nursing home report on file and approved the facility’s bills during the meeting.
