CMS data snapshot: July 2026
Facility results compared with averages for CMS-certified nursing homes in Louisiana. 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.
Heritage Manor of Baton Rouge II is a 1-star Medicare and Medicaid certified nursing home in Baton Rouge, Louisiana with 144 certified beds. It has been operating since 1996. Its overall CMS rating is 1 out of 5.
Provide care and assistance to perform activities of daily living for any resident who is unable.
Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
Ensure that each resident is free from the use of physical restraints, unless needed for medical treatment.
Ensure that feeding tubes are not used unless there is a medical reason and the resident agrees; and provide appropriate care for a resident with a feeding tube.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
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.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Administer the facility in a manner that enables it to use its resources effectively and efficiently.
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 care or services that was trauma informed and/or culturally competent.
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.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
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.
Encode each resident’s assessment data and transmit these data to the State within 7 days of assessment.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Coordinate assessments with the pre-admission screening and resident review program; and referring for services as needed.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
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.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
+ 3 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 |
|---|---|---|---|---|
| ACT INVESTMENTS, LLC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 15% | Jan 1, 2010 |
| MEDICO LLC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 85% | Jan 1, 2010 |
| DAVID & FELICIA STALLARD CHILD TR | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | 5% | Jan 1, 2010 |
| ELTON GLYNN BEEBE JR. & NANCY DOTY BEEBE IRRV TR UA | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | 5% | Jan 1, 2010 |
| GERARD AND ALISON DANOS CHILDRENS TR | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Jan 1, 2010 |
| JOSEPH & ALISON SADLER CHILDREN TR | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Jan 1, 2010 |
| PARKINSON, TONI | CORPORATE OFFICER | Individual | N/A | Nov 15, 2015 |
| ACCOUNT MANAGEMENT SERVICES INC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Jan 1, 2010 |
| ADMINISTRATIVE SYSTEMS INC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Jan 1, 2010 |
| MEDICO LLC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Jan 1, 2010 |
| PATHWAY SOUTH LLC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Jan 1, 2013 |
| PROVIDENCE CARE LLC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Apr 7, 2020 |
| PROVIDER PROFESSIONAL SERVICES INC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Jan 1, 2013 |
| TRISTAR REHAB INC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Jan 1, 2024 |
| BEEBE, BOBBY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Dec 11, 2021 |
| BEEBE, ELTON | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2010 |
| CASTEEL, NICHOLAS | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Dec 30, 2022 |
| DIAGRE DEVARE, DESKAMEKA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Apr 12, 2023 |
| PARKINSON, TONI | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2010 |
| STALLARD, DAVID | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Apr 7, 2020 |
| SURAKANTI, SHRAVANI | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 1, 2016 |
| ACCOUNT MANAGEMENT SERVICES INC | ADP OF THE SNF | Organization | N/A | Jan 1, 2010 |
| ADMINISTRATIVE SYSTEMS INC | ADP OF THE SNF | Organization | N/A | Jan 1, 2010 |
| ALISONS 2016 FAM TR NO 2 | ADP OF THE SNF | Organization | N/A | Jan 1, 2025 |
| ARIA CARE MANAGEMENT LLC | ADP OF THE SNF | Organization | N/A | Aug 1, 2022 |
| BATON ROUGE HERITAGE HOUSE LLC | ADP OF THE SNF | Organization | N/A | Jan 1, 2025 |
| BEEBE 2013 CHILDRENS TR NG | ADP OF THE SNF | Organization | N/A | Jan 1, 2025 |
| FELICIAS 2016 FAM TR NO 2 | ADP OF THE SNF | Organization | N/A | Jan 1, 2025 |
| LOUISIANA EXTENDED CARE CENTERS LLC | ADP OF THE SNF | Organization | N/A | Jan 1, 2025 |
| LTC HIM CONSULTING INC | ADP OF THE SNF | Organization | N/A | May 1, 2007 |
| PATHWAY SOUTH LLC | ADP OF THE SNF | Organization | N/A | Jan 1, 2013 |
| PHARMACEUTICAL CONSULTING SERVICES OF AMERICA LLC | ADP OF THE SNF | Organization | N/A | Sep 7, 2011 |
| PROVIDENCE CARE LLC | ADP OF THE SNF | Organization | N/A | Apr 7, 2020 |
| PROVIDER PROFESSIONAL SERVICES INC | ADP OF THE SNF | Organization | N/A | Jan 1, 2013 |
| QSST TR FOR ALISON BEEBE SADLER DANOS AND HER DESCENDANTS | ADP OF THE SNF | Organization | N/A | Jan 1, 2025 |
| TRISTAR REHAB INC | ADP OF THE SNF | Organization | N/A | Jan 1, 2024 |
| VERDIN ENTERPRISES, LLC | ADP OF THE SNF | Organization | N/A | Nov 1, 2021 |
| BEEBE, BOBBY | ADP OF THE SNF | Individual | N/A | Dec 11, 2021 |
| CASTEEL, NICHOLAS | ADP OF THE SNF | Individual | N/A | Dec 30, 2022 |
| PARKINSON, TONI | ADP OF THE SNF | Individual | N/A | Jan 1, 2010 |
| STALLARD, DAVID | ADP OF THE SNF | Individual | N/A | Apr 7, 2020 |
| SURAKANTI, SHRAVANI | ADP OF THE SNF | Individual | N/A | Oct 1, 2016 |
Compare CMS ratings and recorded fines for Heritage Manor of Baton Rouge II 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 49 facilities. View all →