CMS data snapshot: July 2026
Facility results compared with averages for CMS-certified nursing homes in Indiana. 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.
Life Care Center of Rochester is a 3-star Medicare and Medicaid certified nursing home in Rochester, Indiana with 108 certified beds. It has been operating since 1991. Its overall CMS rating is 3 out of 5.
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.
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.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
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.
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.
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.
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.
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.
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.
+ 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 |
|---|---|---|---|---|
| ENGELS, ERIN | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Dec 1, 2018 |
| GENTRY, MARK | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jan 12, 2022 |
| STARKEY, TYLER | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Aug 1, 2020 |
| WAITE, JOHN | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Aug 1, 2020 |
| WHICKER, TIMOTHY | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jan 12, 2022 |
| FENOUGHTY, DEANNA | CORPORATE OFFICER | Individual | N/A | Jul 10, 2023 |
| 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 |
| ENGELS, ERIN | TRUSTEE OF THE SNF | Individual | N/A | Dec 1, 2018 |
| GENTRY, MARK | TRUSTEE OF THE SNF | Individual | N/A | Jan 12, 2022 |
| STARKEY, TYLER | TRUSTEE OF THE SNF | Individual | N/A | Aug 1, 2020 |
| WAITE, JOHN | TRUSTEE OF THE SNF | Individual | N/A | Aug 1, 2020 |
| WHICKER, TIMOTHY | TRUSTEE OF THE SNF | Individual | N/A | Jan 12, 2022 |
| HENDRICKS COUNTY HOSPITAL | ADP OF THE SNF | Organization | N/A | Feb 27, 2025 |
| LIFE CARE CENTERS OF AMERICA, INC. | ADP OF THE SNF | Organization | N/A | Mar 14, 2025 |
| ROCHESTER MEDICAL INVESTORS LIMITED PARTNERSHIP | ADP OF THE SNF | Organization | N/A | Dec 1, 2018 |
| PRESTON, FORREST | ADP OF THE SNF | Individual | N/A | Dec 1, 2018 |
| SHAFER, SHAUNA | ADP OF THE SNF | Individual | N/A | Jan 16, 2025 |
| VAN DEN DRIESSCHE, THOMAS | ADP OF THE SNF | Individual | N/A | Jul 1, 2022 |
Compare CMS ratings and recorded fines for Life Care Center of Rochester 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 194 facilities. View all →