• CMS rates this facility 3/5 stars (average)
• Has 132 certified beds with an average of 123.6 residents per day (94% occupancy)
• Last health inspection found 10 deficiencies (inspected Mar 26, 2024)
• No fines on record
• Total nursing staff: 4.42 hours per resident per day
• Staff turnover rate: 52.0% (high)
• Part of the Tlc Management chain (20 facilities)
Astoria Health and Rehabilitation Center is a 3-star Medicare and Medicaid certified nursing home in Winter Haven, Florida with 132 certified beds. It has been operating since 2010. The facility scored at average compared to Florida facilities.
Coordinate assessments with the pre-admission screening and resident review program; and referring for services as needed.
PASARR screening for Mental disorders or Intellectual Disabilities
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
Ensure each resident’s drug regimen must be free from unnecessary drugs.
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.
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.
Provide and implement an infection prevention and control program.
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.
Provide timely notification to the resident, and if applicable to the resident representative and ombudsman, before transfer or discharge, including appeal rights.
Notify the resident or the resident’s representative in writing how long the nursing home will hold the resident’s bed in cases of transfer to a hospital or therapeutic leave.
Provide for the safe, appropriate administration of IV fluids for a resident when needed.
Provide safe, appropriate dialysis care/services for a resident who requires such services.
Ensure a licensed pharmacist perform a monthly drug regimen review, including the medical chart, following irregularity reporting guidelines in developed policies and procedures.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
Assess the resident completely in a timely manner when first admitted, and then periodically, at least every 12 months.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Provide appropriate care for residents who are continent or incontinent of bowel/bladder, appropriate catheter care, and appropriate care to prevent urinary tract infections.
Provide safe, appropriate pain management for a resident who requires such services.
Ensure medication error rates are not 5 percent or greater.
Ensure that residents are free from significant medication errors.
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.
Develop and implement policies and procedures for flu and pneumonia vaccinations.
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 |
|---|---|---|---|---|
| GIBSON, CULLEN | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 8% | Dec 1, 2012 |
| LANHAM, STEVEN | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 10% | Sep 8, 2005 |
| OTT, DWIGHT | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 23% | Sep 8, 2005 |
| OTT, GARY | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 50% | Dec 1, 2012 |
| TENDER LOVING CARE MANAGEMENT INC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Sep 5, 2005 |
| BLACKWELL, CORY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Feb 15, 2022 |
| VIEGAS, ALEIXO | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Apr 1, 2014 |
| GIBSON, CULLEN | CORPORATE OFFICER | Individual | N/A | Dec 1, 2012 |
| OTT, DWIGHT | CORPORATE OFFICER | Individual | N/A | Sep 8, 2005 |
| OTT, GARY | CORPORATE OFFICER | Individual | N/A | Jun 30, 2008 |
This chain operates 20 facilities. View all →