CMS data snapshot: July 2026
Facility results compared with averages for CMS-certified nursing homes in New York. 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.
Grand Manor Nursing & Rehabilitation Center is a not yet rated Medicare and Medicaid certified nursing home in Bronx, New York with 240 certified beds. It has been operating since 1992.
Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
Designate a physician to serve as medical director responsible for implementation of resident care policies and coordination of medical care in the facility.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Employ sufficient staff with the appropriate competencies and skills sets to carry out the functions of the food and nutrition service, including a qualified dietician.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Administer the facility in a manner that enables it to use its resources effectively and efficiently.
Have a plan that describes the process for conducting QAPI and QAA activities.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Ensure the resident's doctor reviews the resident's care, writes, signs and dates progress notes and orders, at each required visit.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
Develop and implement policies and procedures for flu and pneumonia vaccinations.
Educate residents and staff on COVID-19 vaccination, offer the COVID-19 vaccine to eligible residents and staff after education, and properly document each resident and staff member's vaccination status.
Make sure that a working call system is available in each resident's bathroom and bathing area.
Ensure nurse aides have the skills they need to care for residents, and give nurse aides education in dementia care and abuse prevention.
Provide the required documentation or notification related to the resident's needs, appeal rights, or bed-hold policies.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Ensure each resident receives and the facility provides food that accommodates resident allergies, intolerances, and preferences, as well as appealing options.
Allow residents to easily view the nursing home's survey results and communicate with advocate agencies.
Conduct and document a facility-wide assessment to determine what resources are necessary to care for residents competently during both day-to-day operations (including nights and weekends) and emergencies.
Designate a qualified infection preventionist to be responsible for the infection prevent and control program in the nursing home.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
+ 31 more deficiencies
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 |
|---|---|---|---|---|
| LIEBMAN, MARTIN | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 33% | Mar 1, 1990 |
| ROSENBLATT, SHARI | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 33% | Jun 22, 1994 |
| LIEBMAN, BRADLEY | W-2 MANAGING EMPLOYEE | Individual | N/A | Oct 1, 2018 |
| LIEBMAN, BRADLEY | CORPORATE DIRECTOR | Individual | N/A | Oct 1, 2018 |
| LIEBMAN, MARTIN | CORPORATE DIRECTOR | Individual | N/A | Mar 1, 1990 |
| ROSENBLATT, SHARI | CORPORATE DIRECTOR | Individual | N/A | Jun 22, 1994 |
| LIEBMAN, MARTIN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 1, 1990 |
Compare CMS ratings and recorded fines for Grand Manor Nursing & Rehabilitation Center 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.