CMS data snapshot: July 2026
Facility results compared with averages for CMS-certified nursing homes in Florida. 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.
Gulfport Nursing Center is a 1-star Medicare and Medicaid certified nursing home in Pasadena, Florida with 126 certified beds. It has been operating since 2013. Its overall CMS rating is 1 out of 5.
Ensure that nurses and nurse aides have the appropriate competencies to care for every resident in a way that maximizes each resident's well being.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Provide the required documentation or notification related to the resident's needs, appeal rights, or bed-hold policies.
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.
Provide care and assistance to perform activities of daily living for any resident who is unable.
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.
Provide for the safe, appropriate administration of IV fluids for a resident when needed.
Provide the appropriate treatment and services to a resident who displays or is diagnosed with mental disorder or psychosocial adjustment difficulty, or who has a history of trauma and/or post-traumatic stress disorder.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Ensure that nurses and nurse aides have the appropriate competencies to care for every resident in a way that maximizes each resident's well being.
Set up an ongoing quality assessment and assurance group to review quality deficiencies and develop corrective plans of action.
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.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Make sure that the nursing home area is safe, easy to use, clean and comfortable for residents, staff and the public.
Coordinate assessments with the pre-admission screening and resident review program; and referring for services as needed.
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 pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
Ensure that nurses and nurse aides have the appropriate competencies to care for every resident in a way that maximizes each resident's well being.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
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.
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 |
|---|---|---|---|---|
| FLNHO CAPITAL GROUP LLC | DIRECT OWNERSHIP INTEREST | Organization | N/A | Oct 8, 2022 |
| GULFPORT NURSING MEMBER, LLC | DIRECT OWNERSHIP INTEREST | Organization | N/A | Oct 8, 2022 |
| TAMPA 3 OPCO PARTNERS LLC | DIRECT OWNERSHIP INTEREST | Organization | N/A | Oct 8, 2022 |
| LANDA, BENJAMIN | INDIRECT OWNERSHIP INTEREST | Individual | N/A | Oct 8, 2022 |
| LANDA, BENJAMIN | CORPORATE OFFICER | Individual | N/A | Jan 1, 2024 |
| GULFPORT NURSING MEMBER, LLC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Oct 8, 2022 |
| HIBNICK, PHILIP | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 25, 2025 |
| HIBNICK, PHILIP | ADP OF THE SNF | Individual | N/A | Mar 25, 2025 |
| KORBAJ, RABEE | ADP OF THE SNF | Individual | N/A | Apr 1, 2026 |
| LANDA, BENJAMIN | ADP OF THE SNF | Individual | N/A | Oct 8, 2022 |
Compare CMS ratings and recorded fines for Gulfport Nursing 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.