• CMS rates this facility 3/5 stars (average)
• Has 180 certified beds with an average of 171.8 residents per day (95% occupancy)
• Last health inspection found 15 deficiencies (inspected Jul 16, 2024)
• No fines on record
• Total nursing staff: 4.39 hours per resident per day
• Staff turnover rate: 100.0% (high)
Friedwald Center for Rehab and Nursing, L L C is a 3-star Medicare and Medicaid certified nursing home in New City, New York with 180 certified beds. It has been operating since 1991. The facility scored at average compared to New York facilities.
Ensure each resident receives an accurate assessment.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Provide care and assistance to perform activities of daily living for any resident who is unable.
Protect a residents' right to refuse some types of non-requested transfers within the nursing home.
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.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Provide appropriate care for a resident to maintain and/or improve range of motion (ROM), limited ROM and/or mobility, unless a decline is for a medical reason.
Observe each nurse aide's job performance and give regular training.
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.
Provide and implement an infection prevention and control program.
Honor the resident's right to voice grievances without discrimination or reprisal and the facility must establish a grievance policy and make prompt efforts to resolve grievances.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Respond appropriately to all alleged violations.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Ensure that the facility has sufficient staff members who possess the competencies and skills to meet the behavioral health needs of residents.
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 a safe, clean, comfortable and homelike environment, including but not limited to receiving treatment and supports for daily living safely.
Provide appropriate care for a resident to maintain and/or improve range of motion (ROM), limited ROM and/or mobility, unless a decline is for a medical reason.
Let each resident or the resident's legal representative access or purchase copies of all the resident's records.
Provide timely notification to the resident, and if applicable to the resident representative and ombudsman, before transfer or discharge, including appeal rights.
Ensure necessary information is communicated to the resident, and receiving health care provider at the time of a planned discharge.
Provide safe and appropriate respiratory care for a resident when needed.
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.
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 |
|---|---|---|---|---|
| WINET, BARRY | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 100% | Dec 19, 2003 |
| BRAUN, MICHAEL | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 31, 2025 |
| CARUS, RACHEL | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Feb 4, 2025 |
| COHNEN, MICHELE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 20, 2016 |
| CONTE, JANET | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 22, 2024 |
| EBSTEIN, BEN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 1, 2023 |
| GAN, SHARLYNE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 8, 2022 |
| GELLER, ADAM | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 6, 2024 |
| ISABELLE, JIM | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2018 |
| MAXWELL, LYNN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Feb 10, 2025 |
| REICHMAN, YEHUDIS | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 23, 2012 |
| ROTH, BEN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 24, 2016 |
| SHAH, DEV | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Dec 11, 2018 |