CMS data snapshot: July 2026
Facility results compared with averages for CMS-certified nursing homes in Maine. Ratings, staffing and turnover measure different parts of care and should be reviewed together.
Comparisons use the matching CMS state averages without a proprietary combined score. Review the comparison methodology.
A side-by-side view of the two CMS inspection cycles included in the current dataset.
Citation counts alone do not show severity. Review the inspection details below for scope, severity and correction status.
Cost data: Genworth/CareScout Cost of Care Survey (2024). Demographics: U.S. Census Bureau ACS (2022).
Swipe tabs for staffing, quality and ownership.
Fallbrook Commons is a 4-star Medicare and Medicaid certified nursing home in Portland, Maine with 102 certified beds. It has been operating since 1993. Its overall CMS rating is 4 out of 5.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
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.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
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.
Have the Quality Assessment and Assurance group have the required members and meet at least quarterly
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Ensure necessary information is communicated to the resident, and receiving health care provider at the time of a planned discharge.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Provide care or services that was trauma informed and/or culturally competent.
Allow residents to easily view the nursing home's survey results and communicate with advocate agencies.
Give residents notice of Medicaid/Medicare coverage and potential liability for services not covered.
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.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
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.
Honor the resident's right to a safe, clean, comfortable and homelike environment, including but not limited to receiving treatment and supports for daily living safely.
Create and put into place a plan for meeting the resident's most immediate needs within 48 hours of being admitted
Provide safe, appropriate dialysis care/services for a resident who requires such services.
Provide sufficient support personnel to safely and effectively carry out the functions of the food and nutrition service.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
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 |
|---|---|---|---|---|
| BOTEIN & COMPANY | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Sep 13, 2024 |
| DLF-MCT EQUITY PARTNERS, LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Sep 13, 2024 |
| FB PORTLAND LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Sep 13, 2024 |
| GREAT RIVER PRODUCTIONS PROFIT SHARING PLAN | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Sep 13, 2024 |
| KNIGHT INVESTMENT COMPANY LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Sep 13, 2024 |
| LAUNDRY FRENCH CONSTRUCTION COMPANY LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Sep 13, 2024 |
| NORTH SOUTH | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Sep 13, 2024 |
| PONCHER INVESTMENT PARTNERS | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Sep 13, 2024 |
| SPDB LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Sep 13, 2024 |
| STROUDWATER SR PARTNERS LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Sep 13, 2024 |
| WR REALTY | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Sep 13, 2024 |
| WR REALTY LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Sep 13, 2024 |
| FRIEDMAN, DAVID | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | N/A | Sep 13, 2024 |
| HARSTAD, PAUL | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | N/A | Sep 13, 2024 |
| LANDRY, DENIS | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | N/A | Sep 13, 2024 |
| MAGUIRE, DANIEL | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | N/A | Sep 13, 2024 |
| ORESTIS, JOHN | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | N/A | Sep 13, 2024 |
| TYLER, MICHAEL | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | N/A | Sep 13, 2024 |
| FALLBROOK CARE OPERATIONS, LLC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Dec 2, 2024 |
| CYR, GLEN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 31, 2024 |
| MARINO, RICHARD | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Dec 30, 2024 |
| RICHARDS, MARY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 31, 2024 |
| ROGERS, JOEL | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 31, 2024 |
| FALLBROOK CARE OPERATIONS, LLC | ADP OF THE SNF | Organization | N/A | Dec 2, 2024 |
| FB PORTLAND LLC | ADP OF THE SNF | Organization | N/A | Sep 13, 2024 |
| LAUNDRY FRENCH CONSTRUCTION COMPANY LLC | ADP OF THE SNF | Organization | N/A | Sep 13, 2024 |
| WR REALTY | ADP OF THE SNF | Organization | N/A | Sep 13, 2024 |
| CYR, GLEN | ADP OF THE SNF | Individual | N/A | Dec 2, 2024 |
| FRIEDMAN, DAVID | ADP OF THE SNF | Individual | N/A | Dec 30, 2024 |
| MAGUIRE, DANIEL | ADP OF THE SNF | Individual | N/A | Dec 30, 2024 |
| MARINO, RICHARD | ADP OF THE SNF | Individual | N/A | Dec 30, 2024 |
| ORESTIS, JOHN | ADP OF THE SNF | Individual | N/A | Dec 2, 2024 |
| ROGERS, JOEL | ADP OF THE SNF | Individual | N/A | Dec 30, 2024 |
| TYLER, MICHAEL | ADP OF THE SNF | Individual | N/A | Oct 31, 2024 |
Compare CMS ratings and recorded fines for Fallbrook Commons and nearby alternatives.
Distance is approximate. Ratings and enforcement data use the current CMS snapshot; recorded fines are not a complete measure of care quality. How nearby facilities are selected.
This chain operates 9 facilities. View all →