• CMS rates this facility 1/5 stars (below average)
• Has 98 certified beds with an average of 88.7 residents per day (91% occupancy)
• Last health inspection found 14 deficiencies (inspected Jul 3, 2025)
• No fines on record
• Total nursing staff: 3.59 hours per resident per day
• Staff turnover rate: 54.4% (high)
• Part of the Personal Healthcare Management chain (18 facilities)
Highland Rehabilitation and Nursing Center is a 1-star Medicare and Medicaid certified nursing home in Middletown, New York with 98 certified beds. It has been operating since 1976. The facility scored below average compared to New York facilities.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
Ensure medication error rates are not 5 percent or greater.
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 each resident with a nourishing, palatable, well-balanced diet that meets his or her daily nutritional and special dietary needs.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
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.
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.
Honor the resident's right to and the facility must promote and facilitate resident self-determination through support of resident choice.
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.
Protect each resident from the wrongful use of the resident's belongings or money.
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.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Reasonably accommodate the needs and preferences of each resident.
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.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Provide special eating equipment and utensils for residents who need them and appropriate assistance.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Keep all essential equipment working safely.
Make sure that the nursing home area is safe, easy to use, clean and comfortable for residents, staff and the public.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her 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.
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.
Ensure residents do not lose the ability to perform activities of daily living unless there is a medical reason.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
+ 6 more deficiencies
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 |
|---|---|---|---|---|
| BARTH, ALEXANDER | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 20% | Nov 20, 2012 |
| WALDEN, YEHUDAH | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 20% | Nov 20, 2012 |
| ZAGELBAUM, EPHRAIM | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 40% | Nov 20, 2012 |
| ZALGELBAUM, PINCUS | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 10% | Nov 20, 2012 |
| OSTROVITSKY, ISRAEL | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 26, 2024 |
| WALDEN, YEHUDAH | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Nov 20, 2012 |
| ZAGELBAUM, EPHRAIM | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Nov 20, 2012 |
| SHNEIDER, ALEC | W-2 MANAGING EMPLOYEE | Individual | N/A | Jan 1, 2024 |
| ZAGELBAUM, EPHRAIM | W-2 MANAGING EMPLOYEE | Individual | N/A | Nov 20, 2012 |
| M&T BANK | 5% OR GREATER MORTGAGE INTEREST | Organization | N/A | Feb 1, 2013 |
This chain operates 18 facilities. View all →