• CMS rates this facility 2/5 stars (below average)
• Has 108 certified beds with an average of 47.2 residents per day (44% occupancy)
• Last health inspection found 8 deficiencies (inspected Sep 19, 2025)
• No fines on record
• Total nursing staff: 3.80 hours per resident per day
• Staff turnover rate: 55.2% (high)
• Part of the Life Care Centers of America chain (194 facilities)
Life Care Center of Rochester is a 2-star Medicare and Medicaid certified nursing home in Rochester, Indiana with 108 certified beds. It has been operating since 1991. The facility scored below average compared to Indiana facilities.
Prevent the use of unnecessary psychotropic medications or use medications that may restrain a resident's ability to function.
Coordinate assessments with the pre-admission screening and resident review program; and referring for services as needed.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Provide enough food/fluids to maintain a resident's health.
Ensure each resident receives and the facility provides food prepared in a form designed to meet individual needs.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Provide and implement an infection prevention and control program.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Ensure menus must meet the nutritional needs of residents, be prepared in advance, be followed, be updated, be reviewed by dietician, and meet the needs of the resident.
Make sure that the nursing home area is safe, easy to use, clean and comfortable for residents, staff and the public.
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.
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.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
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.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Provide and implement an infection prevention and control program.
Protect each resident from the wrongful use of the resident's belongings or money.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Provide and implement an infection prevention and control program.
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.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
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.
+ 3 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 |
|---|---|---|---|---|
| HENDRICKS COUNTY HOSPITAL | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 100% | Dec 1, 2018 |
| LIFE CARE CENTERS OF AMERICA, INC. | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Dec 1, 2018 |
| ROCHESTER MEDICAL INVESTORS LIMITED PARTNERSHIP | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Dec 1, 2018 |
| FENOUGHTY, DEANNA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 10, 2023 |
| FLETCHER, TODD | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Dec 1, 2018 |
| HENRY, TERRY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Dec 1, 2018 |
| LAY, LISA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Dec 1, 2018 |
| PRESTON, AUBREY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 6, 2025 |
| PRESTON, FORREST | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Dec 1, 2018 |
| SHAFER, SHAUNA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 16, 2025 |
| SWANKER, RICHARD | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Dec 1, 2018 |
| THURMOND, JOAN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Dec 1, 2018 |
| VAN DEN DRIESSCHE, THOMAS | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Invalid Date |
| ZIEGLER, JAMES | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Dec 1, 2018 |
| FENOUGHTY, DEANNA | CORPORATE OFFICER | Individual | N/A | Jul 10, 2023 |
This chain operates 194 facilities. View all →