5/5
CMS (the Centers for Medicare & Medicaid Services) is the federal agency that rates nursing home quality. Its Overall Rating runs from 1 to 5 stars, combining health inspections, staffing, and quality measures, with inspections weighted most heavily.
5/5
CMS (the Centers for Medicare & Medicaid Services) is the federal agency that rates nursing home quality. Its Overall Rating runs from 1 to 5 stars, combining health inspections, staffing, and quality measures, with inspections weighted most heavily.
St. Joseph’s Hillside Villa is a 54-bed nonprofit nursing home in rural West Point, Nebraska, managed by the Franciscan Sisters of Christian Charity. The community concentrates on extended-care residential needs, generating a long-term average length of stay of 414 days. Admissions connect with Medicare, Medicaid, and private-pay clients, though the resident census leans heavily toward private-pay sources at 63%. Operational logs show the facility functions as a mission-driven, small-community care setting that is currently navigating a steady financial recovery.
Government health archives highlight an excellent regulatory history paired with top-tier staffing depth. Daily direct care times average 5 hours and 23 minutes per resident, tracking 24% ahead of the Nebraska baseline to rank the facility 10th highest out of 117 homes statewide. Registered nurse hours run 37% above the state norm, reinforcing daily clinical oversight. This personnel investment aligns with strong permanent-resident outcomes, where charts show hospitalization rates 27% below average and physical functional preservation scoring 28% better than the state benchmark.
Oversight files note a total of just two citations over an eight-year window, which sits 96% below the state average, with zero history of federal financial fines or consumer complaint investigations. The most recent routine state inspection in March 2024 turned up zero deficiencies, while an older 2019 life-safety check noted only minor building items like unsealed wall penetrations and unlatched smoke barrier doors in a mechanical room.
Prospective residents exploring regional skilled nursing care or long-term chronic support can review these public monitoring records to evaluate the operator’s clinical baseline. Since the state documentation confirms top-10 regional staffing volumes, a near-flawless historical inspection track record, and strong permanent-resident health outcomes, the paperwork details a highly stable, mission-focused care environment.
The Overall CMS Rating combines results from health inspections, staffing levels and quality measures. Health inspections carry the most weight. Staffing and quality scores can increase or decrease the final rating based on performance compared to state and national standards.
Based on the results of the facility's three most recent standard inspections and any complaint investigations. CMS reviews the number, scope, and severity of deficiencies, with more recent findings weighted more heavily.
Measures average nursing staff hours per resident per day, including Registered Nurses (RNs) and total nursing staff. Ratings are adjusted based on the level of care residents require and are compared to state and national benchmarks.
Based on clinical and physical health indicators reported to CMS, such as hospital readmissions, falls, pressure ulcers, and improvements in mobility. These measures reflect how well residents' health needs are being managed.
Daily nursing hours per resident by staff type, reported to CMS. Higher is generally better — compare this facility to state and national averages to see where staffing stands.
Total adjusted nursing hours per resident per day, combining RN, LPN, and aide time. CMS adjusts this for case-mix so facilities can be fairly compared.
| Staff type | Hours / Day / Resident | vs state avg |
|---|---|---|
|
Registered Nurse (RN)
RNs hold the highest nursing license and can assess residents, interpret test results, and direct care plans. More RN hours per day often signals stronger clinical oversight and faster response to health changes.
| 54m per day | ▲ 25% State avg: 43m per day · National avg: 41m per day |
|
LPN / LVN
Licensed Practical Nurses (LPNs) or Licensed Vocational Nurses (LVNs) deliver routine hands-on care — medication administration, wound dressing, and monitoring vital signs. They work under RN supervision and make up a large share of daily bedside care.
| 27m per day | ▼ 38% State avg: 43m per day · National avg: 52m per day |
|
Nurse Aide
Certified Nurse Aides (CNAs) provide the most direct day-to-day assistance: bathing, dressing, feeding, and mobility. Nurse aide hours are typically the largest staffing category and directly affect residents' quality of life.
| 3h 2m per day | ▲ 10% State avg: 2h 46m per day · National avg: 2h 20m per day |
|
Weekend Total Nursing
Combined nursing hours (RN + LPN + Nurse Aide) per resident per day on weekends. Staffing often drops on weekends — this figure reveals whether the facility maintains adequate coverage outside of weekday hours.
| 3h 52m per day | ▲ 7% State avg: 3h 37m per day · National avg: 3h 26m per day |
|
Physical Therapist
Hours per resident per day provided by licensed Physical Therapists (PTs) or PT Assistants. PT services help residents recover mobility after injury or illness and are especially important for post-acute (short-stay) rehabilitation.
| 1m per day | ▼ 52% State avg: 3m per day · National avg: 4m per day |
|
Weekend RN
Registered nurse hours specifically on weekends. Facilities sometimes reduce RN presence on Saturdays and Sundays — a low weekend RN figure compared to weekday hours can indicate reduced clinical oversight when most administrative staff are absent.
| 31m per day | ▲ 6% State avg: 29m per day · National avg: 28m per day |
Average number of days residents stay at this facility, based on CMS cost report data. Shorter stays often reflect post-acute or rehab care; longer stays reflect long-term care.
St Joseph’s Hillside Villa is administered by Administrator Samuel Prokopec.
In Nebraska, the Department of Health and Human Services, Division of Public Health conducts regular inspections to ensure nursing and assisted living facilities meet state and federal standards.
This scorecard compares key inspection, deficiency, and complaint metrics at this facility against the Nebraska state average. Metrics rated ≥15% worse than average are highlighted in red; those ≥15% better are highlighted in green.
Deficiencies
| This Facility | NE Average | vs. NE Avg |
|---|---|---|---|
|
Total deficiencies
Formal regulatory issues recorded by inspectors across all inspection types.
| 2 | 52 | This facility has 96% fewer total deficiencies than a typical Nebraska assisted living residence (2 vs. NE avg 52).↓ 96% better |
|
Deficiencies per year
Average deficiencies per year since 2018.
| 0.3 | 6.5 | This facility has 95% fewer deficiencies per year than a typical Nebraska assisted living residence (0.3 vs. NE avg 6.5).↓ 95% better |
An editor-reviewed summary of the themes and findings across this facility's recent inspection reports.
State average N/A
Last Health inspection on Mar 2025
State average N/A
State average N/A
Health citations are formal notices following inspections when they fail to comply with safety and care standards.
11 of 16 citations resulted from standard inspections; and 5 of 16 resulted from complaint investigations.
In line with State averageState average: N/A
In line with State averageState average: N/A
Corrected
Corrected
Corrected
Corrected
Reporting period: October 1 – December 31, 2025 (Q4 2025). Source: CMS Payroll-Based Journal report.
0% compared with State averageState average ratio: 0 : 0
0% compared with State averageState average: 0 hours
This data comes from the CMS Payroll-Based Journal report covering October 1 – December 31, 2025.
Manages medical care and health needs.
10 total: 8 full-time employees and 2 contractors.
10
Average shift length. Calculated as total hours divided by days worked and average staff per day.
9.9 hoursAssists with medical care and medications.
12 total: 6 full-time employees and 6 contractors.
12
Average shift length. Calculated as total hours divided by days worked and average staff per day.
8.8 hoursHelps with daily care and mobility.
85 total: 61 full-time employees and 24 contractors.
85
Average shift length. Calculated as total hours divided by days worked and average staff per day.
7.5 hours
This data comes from the CMS Payroll-Based Journal report covering October 1 – December 31, 2025.
Total hours from contractors
2,218 contractor hours this quarter
This data comes from the CMS Payroll-Based Journal report covering October 1 – December 31, 2025.
| Certified Nursing Assistant | 61 | 24 | 85 | 13,455 | 92 | 100% | 7.5 |
| Registered Nurse | 8 | 2 | 10 | 2,935 | 92 | 100% | 9.9 |
| Licensed Practical Nurse | 6 | 6 | 12 | 2,183 | 91 | 99% | 8.8 |
| Medication Aide/Technician | 14 | 0 | 14 | 1,374 | 90 | 98% | 6.3 |
| Clinical Nurse Specialist | 2 | 0 | 2 | 943 | 62 | 67% | 7.8 |
| Dietitian | 1 | 0 | 1 | 506 | 59 | 64% | 8.6 |
| Other Dietary Services Staff | 2 | 0 | 2 | 504 | 80 | 87% | 6 |
| Nurse Practitioner | 1 | 0 | 1 | 488 | 61 | 66% | 8 |
| Administrator | 1 | 0 | 1 | 480 | 60 | 65% | 8 |
| Dental Services Staff | 1 | 0 | 1 | 464 | 61 | 66% | 7.6 |
| Speech Language Pathologist | 0 | 5 | 5 | 151 | 63 | 68% | 2 |
| Respiratory Therapy Technician | 0 | 5 | 5 | 118 | 64 | 70% | 1.7 |
| Physical Therapy Assistant | 0 | 4 | 4 | 96 | 39 | 42% | 2.3 |
| Feeding Assistant | 0 | 1 | 1 | 48 | 13 | 14% | 3.7 |
| Respiratory Therapist | 0 | 1 | 1 | 45 | 36 | 39% | 1.3 |
| Occupational Therapy Aide | 0 | 1 | 1 | 33 | 10 | 11% | 3.3 |
| Qualified Social Worker | 0 | 2 | 2 | 24 | 22 | 24% | 1.1 |
| Other Physician | 0 | 4 | 4 | 17 | 12 | 13% | 1.4 |
| Diagnostic X-ray Services Staff | 0 | 1 | 1 | 7 | 4 | 4% | 1.6 |
| Medical Director | 0 | 1 | 1 | 3 | 3 | 3% | 1 |
Federal penalties imposed by CMS for regulatory violations, including civil money penalties (fines) and denials of payment for new Medicare/Medicaid admissions.
Source: CMS Penalties Database
No penalties in the past 3 years
No civil money penalties or payment denials were reported in the last 3 years.
These measures show how residents usually do over time at this home, based on health outcomes and preventive care.
A composite score based on pressure ulcers, falls with injury, weight loss, walking ability decline, and activities of daily living decline.
8.4
26% better than State averageState average: 11.3
A composite score based on activities of daily living decline, walking ability decline, and incontinence.
16.9
28% better than State averageState average: 23.3
CMS star rating based on long-stay quality measure performance. 5 stars = significantly above average, 1 star = significantly below average.
Percent of long-stay residents whose need for help with daily activities has increased
17.6%
15% better than State averageState average: 20.8%
Percent of long-stay residents whose ability to move independently worsened
10.4%
53% better than State averageState average: 22.1%
Percent of low risk long-stay residents who lose control of their bowels or bladder
22.7%
16% better than State averageState average: 26.9%
Percent of long-stay residents experiencing one or more falls with major injury
5.1%
13% worse than State averageState average: 4.5%
Percent of long-stay high risk residents with pressure ulcers
6.6%
54% worse than State averageState average: 4.3%
Percent of long-stay residents with a urinary tract infection
1.6%
49% better than State averageState average: 3.1%
Percent of long-stay residents who lose too much weight
2.3%
58% better than State averageState average: 5.4%
Percent of long-stay residents who have depressive symptoms
6.5%
47% worse than State averageState average: 4.4%
Percent of long-stay residents who received an antipsychotic medication
8.6%
57% better than State averageState average: 19.8%
Percent of long-stay residents assessed and appropriately given the pneumococcal vaccine
100.0%
7% better than State averageState average: 93.2%
Percent of long-stay residents assessed and appropriately given the seasonal influenza vaccine
100.0%
In line with State averageState average: 96.1%
Number of hospitalizations per 1,000 long-stay resident days.
1.32
27% better than State averageState average: 1.80
Number of outpatient emergency department visits per 1,000 long-stay resident days.
1.85
5% better than State averageState average: 1.95
CMS star rating based on short-stay quality measure performance. 5 stars = much above average, 1 star = much below average.
Percent of short-stay residents assessed and appropriately given the pneumococcal vaccine
97.1%
20% better than State averageState average: 80.7%
Percent of short-stay residents who newly received an antipsychotic medication
14.8%
525% worse than State averageState average: 2.4%
Percentage of short-stay residents who were re-hospitalized after their nursing home admission.
20.3%
In line with State averageState average: 20.9%
Percentage of short-stay residents who had an outpatient emergency department visit.
7.6%
34% better than State averageState average: 11.6%
Percentage of SNF residents who experience falls with major injury during their stay.
0.0%
100% better than State averageState average: 0.8%
Percentage of residents at or above expected ability to care for themselves at discharge.
50.0%
7% worse than State averageState average: 53.7%
Rate of successful return to home or community from a skilled nursing facility.
18.2%
64% worse than State averageState average: 50.6%
Quality measures are calculated from Minimum Data Set (MDS) assessments. For most measures, lower percentages indicate better care quality.
57% of new residents, usually for short-term rehab.
33% of new residents, often for short stays.
11% of new residents, often for long-term daily care.
Source: CMS Long-Term Care Facility Characteristics (Data as of Jan 2026)
Total residents
51Residents meet regularly to discuss policies, care quality, and activities
Organized group of residents that meets regularly to discuss facility policies, quality of life, and activities.
Data sourced from CMS Long-Term Care Facility Characteristics quarterly report. Payer mix reflects the current resident census by primary payment source.
Historical financial and operational data for St Joseph’s Hillside Villa from 2020–2023, based on CMS SNF Cost Reports.
Key figures below are for fiscal year ending in 12/2023.
Based on CMS SNF Cost Report for fiscal year ending in 12/2023.
Net patient revenue — what the home actually collects for resident care, after contractual allowances, bad debt and discounts are subtracted from its gross charges (CMS cost report, Worksheet G-3). It covers resident care only; money the home earns from other sources is shown separately as "Other income."
Net patient income: net patient revenue minus the home's total operating expenses. A positive figure means it earns more from resident care than it spends to deliver it; a negative figure means the opposite. It excludes non-operating "other income."
Net patient revenue — what the home actually collects for resident care, after contractual allowances, bad debt and discounts are subtracted from its gross charges (CMS cost report, Worksheet G-3). It covers resident care only; money the home earns from other sources is shown separately as "Other income."
Net patient income: net patient revenue minus the home's total operating expenses. A positive figure means it earns more from resident care than it spends to deliver it; a negative figure means the opposite. It excludes non-operating "other income."
Money the home earns outside of resident care — such as investments, grants, rentals and other non-operating sources (CMS cost report, Worksheet G-3). It is tracked separately from net patient revenue: it is not part of that figure, and it is not included in net patient income.
Staff salaries plus wage-related costs — benefits such as payroll taxes, health insurance and retirement — from the home's own accounting records (CMS cost report, Worksheet A). Contract or agency labor is counted separately, under other operating costs.
Rank #26 / 129Payroll — State benchmarkedThis home is ranked 26th out of 129 homes in Nebraska for Payroll. Shows total annual staff payroll benchmarked to the Nebraska average. Higher payroll investment relative to peers often signals better staffing and less reliance on cheaper contract labor.Rankings are based only on facilities in Nebraska that report data for that category. Facilities without available data are excluded from the ranking.Click the rank badge to see the full State ranking.Click here to see the full State ranking.
Payroll as a share of revenue: staff salaries and wage-related benefits divided by net patient revenue. A higher figure means more of each revenue dollar goes to staff pay.
Rank #31 / 129Payroll % — State benchmarkedThis home is ranked 31st out of 129 homes in Nebraska for Payroll %. Shows payroll as a percentage of revenue versus the Nebraska average. Well-run Nebraska facilities typically land around 66–74% — the top third Statewide. Below 25% may signal understaffing or heavy agency use — read with Staffing ratings.Rankings are based only on facilities in Nebraska that report data for that category. Facilities without available data are excluded from the ranking.Click the rank badge to see the full State ranking.Click here to see the full State ranking.
Everything it costs to run the home apart from payroll — food, utilities, supplies, maintenance, contract labor and administration. Calculated as total operating expense minus payroll (staff salaries and wage-related benefits).
The home's total operating expense for the year — all the costs of running it, salaries included (CMS cost report, Worksheet G-3).
Most residents typically stay for a few weeks or months before returning home or moving on.
Most new residents arrive under Medicare (57% of admissions), and a typical Medicare stay runs around 1 - 2 months.
Coverage residents most often arrive under.
Coverage residents most often leave under.
0.0 miles from city center
Estimated distance in miles from West Point's city center to St Joseph’s Hillside Villa's address, calculated via Google Maps.
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The information below is reported by the Nebraska Department of Health and Human Services, Division of Public Health.
| St Joseph’s Hillside Villa | NH AL HOS RC SNF | West Point | - | 54 | - | 66 | - |
| Emerald Columbus | NH AL HOS MC PC SNF | Columbus (40Th Avenue) | - | 145 | - | 57 | 1 Bed |
| Arbor Care Center-Valhaven, LLC | NH HOS SNF | Valley (Platte Valley Precinct) | - | 66 | A+ | 43 | - |
| The Mulberry at Waverly | NH AL | Waverly (Waverly Precinct) | - | 54 | A+ | 58 | - |
| The Pines at Blue Hill | NH AL | Blue Hill | - | 62 | A+ | 41 | - |
St Joseph’s Hillside Villa is legally operated by St. Joseph's Elder Services, Inc, and administered by Administrator Samuel Prokopec.
St Joseph’s Hillside Villa has a walk score of 66. Moderately walkable. Some errands can be accomplished on foot, with a mix of nearby amenities.
St Joseph’s Hillside Villa's occupancy is 96.6%.
St Joseph’s Hillside Villa is registered as a non-profit in NE.
Administrator Samuel Prokopec is the administrator of St Joseph’s Hillside Villa.
St Joseph’s Hillside Villa has 54 beds.
Yes — there are 4 photos of St Joseph’s Hillside Villa in the photo gallery on this page.
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