33/100
Poor
1248 Hospital Drive, Saint Johnsbury, VT 05819
These are findings in the public CMS record for this home. They are not our opinion — each one comes straight from a federal inspection or enforcement file.
Abuse icon on record
CMS flags this facility for citations of abuse that caused harm, or potential for harm, to residents.
Special Focus Facility
CMS has placed this home in its Special Focus Facility program for a persistent pattern of poor care. These homes get inspected twice as often.
9 citation(s) involving actual harm or immediate jeopardy
Inspectors found violations at scope/severity G or above, meaning residents were harmed or placed in immediate jeopardy.
$314,323 in federal fines
CMS has fined this facility across 2 penalty action(s).
Nursing staff turnover of 74%
High turnover means residents rarely see the same caregiver twice. The national average is about 50%.
Every point is shown. Nothing is weighted behind the scenes — the full formula is on How we grade.
Citations from state health inspections over the last three surveys, weighted by how much harm CMS says they caused.
Nursing hours per resident per day, adjusted for how sick the residents are, plus RN cover and weekend consistency.
How much of the nursing team leaves in a year. High turnover means a resident rarely sees the same face twice.
The CMS quality-measure rating, built from resident outcomes like falls, pressure ulcers, infections and antipsychotic use.
Fines and payment denials CMS has imposed. A denial of payment means CMS stopped paying for new admissions.
Grade ceiling applied
Hours of nursing care each resident receives per day. The marker on each bar is the national average.
RNs are the licence level most likely to catch a resident deteriorating.
The shift most families visit, and the one thinned first.
The share of nursing staff who left over the last year.
Last standard health inspection: January 28, 2026 (6 months ago).
Resident Rights Deficiencies
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
No actual harm, potential for more than minimal harm
Resident Assessment and Care Planning Deficiencies
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
No actual harm, potential for more than minimal harm
Nutrition and Dietary Deficiencies
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
No actual harm, potential for more than minimal harm
Quality of Life and Care Deficiencies
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
No actual harm, potential for more than minimal harm
Resident Rights Deficiencies
Ensure that residents are fully informed and understand their health status, care and treatments.
No actual harm, potential for more than minimal harm
Resident Rights Deficiencies
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.
No actual harm, potential for more than minimal harm
Resident Rights Deficiencies
Provide the required documentation or notification related to the resident's needs, appeal rights, or bed-hold policies.
No actual harm, potential for more than minimal harm
Pharmacy Service Deficiencies
Ensure a licensed pharmacist perform a monthly drug regimen review, including the medical chart, following irregularity reporting guidelines in developed policies and procedures.
No actual harm, potential for more than minimal harm
Part of ALLAIRE HEALTH SERVICES, which operates 20 homes. Staffing budgets are usually set at chain level, not in the building.
| Owner | Type | Role | Since |
|---|---|---|---|
| KURLAND, NAOMI | Individual | INDIRECT OWNERSHIP INTEREST | — |
| KURLAND, BENJAMIN | Individual | CORPORATE OFFICER | — |
| AHS VT OPCO HOLDCO LLC | Organization | OPERATIONAL/MANAGERIAL CONTROL | — |
| AHS VT TOPCO LLC | Organization | OPERATIONAL/MANAGERIAL CONTROL | — |
| ALLAIRE HEALTH SERVICES | Organization | OPERATIONAL/MANAGERIAL CONTROL | — |
| BRAND SONNENSCHINE LLP | Organization | OPERATIONAL/MANAGERIAL CONTROL | — |
| CAREER STAFF UNLIMITED | Organization | OPERATIONAL/MANAGERIAL CONTROL | — |
| CIBC BANK USA | Organization | OPERATIONAL/MANAGERIAL CONTROL | — |
| CLR CONSULTING INC | Organization | OPERATIONAL/MANAGERIAL CONTROL | — |
| REVV STAFFING | Organization | OPERATIONAL/MANAGERIAL CONTROL | — |
| BRECHER, CHAIM | Individual | OPERATIONAL/MANAGERIAL CONTROL | — |
| KURLAND, BENJAMIN | Individual | OPERATIONAL/MANAGERIAL CONTROL | — |
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St. Johnsbury Health & Rehab holds an ElderGrade of F (33 out of 100), which we describe as "poor". The grade combines its inspection citations, nurse staffing levels, staff turnover, resident outcomes and enforcement history from the federal CMS record.
Residents receive an average of 4.63 nursing hours per day across all nursing staff, against a national average of 3.86 hours.
Yes. 9 of the 71 citations on record were scored at scope and severity G or above, meaning inspectors found actual harm to a resident or immediate jeopardy to resident safety.
Yes, St. Johnsbury Health & Rehab is certified to accept Medicaid, which is the programme that pays for long-term custodial care once a resident meets their state's income and asset limits.