Federal inspection record · CMS data as of October 1, 2026
Tyler's Retreat At Iron Bridge
12001 Iron Bridge Rd, Chesterfield, VA · (804) 706-1023
- Certified beds
- 90
- Residents per day
- 83
- Ownership
- For-Profit
- Chain
- Saber Healthcare Group
- Medicare / Medicaid
- Medicare + Medicaid
- Certified since
- January 13, 2010
1
How this home got 4 stars
The overall rating isn't an average. CMS starts from the inspection rating and nudges it at most two steps. Here is the arithmetic for this home, using CMS's own rules.
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Health inspections
★★★★★starting point
Everything starts from what state inspectors found on site. This is a ranking against other homes in Virginia.
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Staffing
★★★★★no change
Only a 5-star staffing rating adds a star, and only a 1-star rating removes one. Ratings of 2 to 4 change nothing.
-
Quality measures
★★★★★+1 star
Same rule: 5 stars adds one, 1 star takes one away. These measures are mostly reported by the home itself.
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Overall
★★★★★4 of 5
Matches the rating CMS publishes on Care Compare.
2
Where it sits among Virginia homes
Tyler's Retreat At Iron Bridge carries 41 inspection points. That is fewer than 68% of Virginia's 287 rated homes.
Inspectors' citations earn points by how serious and how widespread they were (the grid below). CMS then ranks every home in Virginia: the 10% with the fewest points get 5 stars, the 20% with the most get 1 star, and the middle 70% split evenly into 2, 3 and 4.
- 5★ 0–16 pts
- 4★ 16–45 pts
- 3★ 45–76.5 pts
- 2★ 76.5–168.75 pts
- 1★ over 168.75 pts
Bars show every rated home in Virginia by its weighted inspection score. CMS recalibrates the cut points monthly but holds a home's rating until its own score changes, so a home can sit just outside today's band.
3
What inspectors found
45 health citations on record since 2021. Each one gets a letter: the row says how badly residents were affected, the column how many.
Immediate jeopardyResidents at risk of serious injury or death
Actual harmA resident was hurt
Potential for harmNo one was hurt, but could have been
Minimal harmPaperwork-level problems
Read the rows, not the total. Most citations nationwide are a D: one problem, nobody hurt. Rows G–I mean a resident was harmed; J–L mean inspectors found residents in immediate danger of serious injury or death.
Small numbers in each cell are the inspection points CMS assigns per citation. Those points are what the state curve above ranks.
No citation on record at the harm or immediate-jeopardy level.
Everything else, by area of care
Quality of Life and Care14E
- E
Try different approaches before using a bed rail. If a bed rail is needed, the facility must (1) assess a resident for safety risk; (2) review these risks and benefits with the resident/representative; (3) get informed consent; and (4) Correctly install and maintain the bed rail.
- D
Provide safe and appropriate respiratory care for a resident when needed.
- D
Provide safe, appropriate pain management for a resident who requires such services.
- D
Provide care and assistance to perform activities of daily living for any resident who is unable.
- D
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
- D
Provide enough food/fluids to maintain a resident's health.
- D
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
- D
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
- D
Provide safe and appropriate respiratory care for a resident when needed.
- D
Provide safe, appropriate dialysis care/services for a resident who requires such services.
- D
Honor each resident's preferences, choices, values and beliefs.
- D
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
- D
Provide safe and appropriate respiratory care for a resident when needed.
- D
Try different approaches before using a bed rail. If a bed rail is needed, the facility must (1) assess a resident for safety risk; (2) review these risks and benefits with the resident/representative; (3) get informed consent; and (4) Correctly install and maintain the bed rail.
Resident Assessment and Care Planning12E
- D
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
- D
Ensure services provided by the nursing facility meet professional standards of quality.
- D
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
- E
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
- D
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
- D
Ensure services provided by the nursing facility meet professional standards of quality.
- D
Ensure necessary information is communicated to the resident, and receiving health care provider at the time of a planned discharge.
- D
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
- E
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
- E
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
- D
Ensure each resident receives an accurate assessment.
- D
Create and put into place a plan for meeting the resident's most immediate needs within 48 hours of being admitted
Resident Rights9E
- D
Provide the required documentation or notification related to the resident's needs, appeal rights, or bed-hold policies.
- D
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
- E
Provide timely notification to the resident, and if applicable to the resident representative and ombudsman, before transfer or discharge, including appeal rights.
- D
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.
- D
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
- D
Not transfer or discharge a resident without an adequate reason; and must provide documentation and convey specific information when a resident is transferred or discharged.
- D
Reasonably accommodate the needs and preferences of each resident.
- D
Not transfer or discharge a resident without an adequate reason; and must provide documentation and convey specific information when a resident is transferred or discharged.
- D
Provide timely notification to the resident, and if applicable to the resident representative and ombudsman, before transfer or discharge, including appeal rights.
Nursing and Physician Services3D
- D
Obtain a doctor's order to admit a resident and ensure the resident is under a doctor's care.
- D
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.
- C
Post nurse staffing information every day.
Pharmacy Service3D
- D
Ensure that residents are free from significant medication errors.
- D
Ensure each resident’s drug regimen must be free from unnecessary drugs.
- D
Implement gradual dose reductions(GDR) and non-pharmacological interventions, unless contraindicated, prior to initiating or instead of continuing psychotropic medication; and PRN orders for psychotropic medications are only used when the medication is necessary and PRN use is limited.
Freedom from Abuse, Neglect, and Exploitation2D
- D
Develop and implement policies and procedures to prevent abuse, neglect, and theft.
- D
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Infection Control1D
- D
Provide and implement an infection prevention and control program.
Nutrition and Dietary1E
- E
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Inspection history
2025-08-13
4 health deficiencies · 0 fire-safety deficiencies
Top issue: Quality of Life and Care (3 deficiencies)
2023-01-19
17 health deficiencies · 0 fire-safety deficiencies
Top issue: Resident Assessment and Care Planning (5 deficiencies)
2021-08-05
24 health deficiencies · 0 fire-safety deficiencies
Top issue: Quality of Life and Care (7 deficiencies)
4
Nursing time per resident, per day
Each resident here gets about 3 h 50 min of nursing staff time a day, 33 min of it from a registered nurse.
This home
3 h 50 min
Virginia average
3 h 53 min
U.S. average
3 h 54 min
- Registered nurse
- Licensed practical nurse
- Nurse aide
Turnover: 56% of nursing staff and 61% of registered nurses left in the past year.
Reported hours from payroll data the home submits to CMS, divided by its daily resident count. Not adjusted for how sick residents are.
5
Resident outcomes
Quality measures compared with state and national averages. Most come from assessments the home itself reports.
| Measure | This home | State | U.S. |
|---|---|---|---|
| Percentage of long-stay residents assessed and appropriately given the pneumococcal vaccine54.2 pts worse | 37.0% | 91.2% | 93.7% |
| Percentage of long-stay residents assessed and appropriately given the seasonal influenza vaccine1.6 pts better | 94.9% | 93.3% | 95.3% |
| Percentage of long-stay residents experiencing one or more falls with major injury4.2 pts worse | 7.7% | 3.5% | 3.2% |
| Percentage of long-stay residents who have depressive symptoms22.5 pts worse | 43.0% | 20.5% | 13.5% |
| Percentage of long-stay residents who lose too much weight0.1 pts worse | 5.4% | 5.3% | 5.1% |
| Percentage of long-stay residents who received an antianxiety or hypnotic medication4.8 pts worse | 25.5% | 20.7% | 19.5% |
| Percentage of long-stay residents who received an antipsychotic medication10.3 pts better | 3.9% | 14.2% | 15.4% |
| Percentage of long-stay residents who were physically restrained0.1 pts better | 0.0% | 0.1% | 0.1% |
| Percentage of long-stay residents whose ability to walk independently worsened8.8 pts better | 5.4% | 14.2% | 12.7% |
| Percentage of long-stay residents whose need for help with daily activities has increased8.7 pts better | 5.8% | 14.5% | 13.5% |
| Percentage of long-stay residents with a catheter inserted and left in their bladder0.4 pts better | 0.0% | 0.4% | 0.7% |
| Percentage of long-stay residents with a urinary tract infection0.7 pts better | 0.9% | 1.6% | 1.5% |
| Percentage of long-stay residents with new or worsened bowel or bladder incontinence2.5 pts better | 18.8% | 21.3% | 18.3% |
| Percentage of long-stay residents with pressure ulcers2.6 pts better | 1.8% | 4.4% | 4.5% |
| Percentage of short-stay residents assessed and appropriately given the pneumococcal vaccine39 pts worse | 35.2% | 74.2% | 82.3% |
| Percentage of short-stay residents who had an outpatient emergency department visit2.8 pts worse | 14.3% | 11.5% | 11.8% |
| Percentage of short-stay residents who newly received an antipsychotic medication1.1 pts better | 0.2% | 1.3% | 1.5% |
| Percentage of short-stay residents who were assessed and appropriately given the seasonal influenza vaccine7.2 pts worse | 66.1% | 73.3% | 80.1% |
| Percentage of short-stay residents who were rehospitalized after a nursing home admission3.7 pts worse | 25.7% | 22.0% | 23.4% |
·
Who owns and runs it
24 owners and managers reported to CMS. The last column counts how many nursing homes each one is tied to.
Show ownership list
| Name | Role | Share | Homes |
|---|---|---|---|
| Bundle Tenant LLC | Adp Of The SNF · Organization | 0% | 8 facilities |
| Citrin Cooperman Advisors LLC | Adp Of The SNF · Organization | 0% | 110 facilities |
| Holmes, Andrea | Operational/Managerial Control · Individual | 0% | 2 facilities |
| Holmes, Andrea | Adp Of The SNF · Individual | 0% | 2 facilities |
| Hopkins, Joseph | Operational/Managerial Control · Individual | 0% | 7 facilities |
| Hopkins, Joseph | Adp Of The SNF · Individual | 0% | 7 facilities |
| Ms Chesterfield LP | Adp Of The SNF · Organization | 0% | 1 facilities |
| Mughal, Amjad | Adp Of The SNF · Individual | 0% | 2 facilities |
| Nicoluzakis, Gregory | Corporate Officer · Individual | 0% | 121 facilities |
| Nicoluzakis, Gregory | Adp Of The SNF · Individual | 0% | 121 facilities |
| Saber Governance LLC | Operational/Managerial Control · Organization | 0% | 120 facilities |
| Saber Governance LLC | Adp Of The SNF · Organization | 0% | 120 facilities |
| Saber Healthcare Group LLC | Adp Of The SNF · Organization | 0% | 77 facilities |
| Shg Management LLC | Operational/Managerial Control · Organization | 0% | 104 facilities |
| Shg Management LLC | Adp Of The SNF · Organization | 0% | 104 facilities |
| Tcf National Bank | Adp Of The SNF · Organization | 0% | 28 facilities |
| Volpe, Benjamin | Corporate Director · Individual | 0% | 121 facilities |
| Volpe, Benjamin | Corporate Officer · Individual | 0% | 121 facilities |
| Volpe, Benjamin | Adp Of The SNF · Individual | 0% | 121 facilities |
| Walker & Associates Pc | Adp Of The SNF · Organization | 0% | 47 facilities |
| Weisberg, William | Corporate Director · Individual | 0% | 123 facilities |
| Weisberg, William | Corporate Officer · Individual | 0% | 123 facilities |
| Weisberg, William | Individual Is An Owner, Partner Or Trustee Of Any Adp Of The SNF · Individual | 0% | 123 facilities |
| Weisberg, William | Adp Of The SNF · Individual | 0% | 123 facilities |
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