• CMS rates this facility 1/5 stars (below average)
• Has 120 certified beds with an average of 109.6 residents per day (91% occupancy)
• Last health inspection found 31 deficiencies (inspected Jul 30, 2025)
• Has been fined a total of $89,794 across 1 fine(s)
• Total nursing staff: 2.00 hours per resident per day
• Staff turnover rate: 46.6%
Livingston Hills Nursing and Rehabilitation Center is a 1-star Medicare and Medicaid certified nursing home in Livingston, New York with 120 certified beds. It has been operating since 1973. The facility scored below average compared to New York facilities.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
Provide and implement an infection prevention and control program.
Have a Compliance and Ethics Program.
Develop, implement, and/or maintain an effective training program for all new and existing staff members.
Allow residents to self-administer drugs if determined clinically appropriate.
Honor the resident's right to be treated with respect and dignity and to retain and use personal possessions.
Honor the resident's right to manage his or her financial affairs.
Ensure residents have reasonable access to and privacy in their use of communication methods.
Allow residents to easily view the nursing home's survey results and communicate with advocate agencies.
Honor the resident's right to voice grievances without discrimination or reprisal and the facility must establish a grievance policy and make prompt efforts to resolve grievances.
Create and put into place a plan for meeting the resident's most immediate needs within 48 hours of being admitted
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.
Honor each resident's preferences, choices, values and beliefs.
Provide activities to meet all resident's needs.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
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.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Provide safe, appropriate dialysis care/services for a resident who requires such services.
Provide enough nursing staff every day to meet the needs of every resident; and have a licensed nurse in charge on each shift.
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.
Post nurse staffing information every day.
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.
Ensure each resident receives and the facility provides food that accommodates resident allergies, intolerances, and preferences, as well as appealing options.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
Have a plan that describes the process for conducting QAPI and QAA activities.
Make sure there is a pest control program to prevent/deal with mice, insects, or other pests.
Provide care and assistance to perform activities of daily living for any resident who is unable.
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.
+ 44 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 |
|---|---|---|---|---|
| KOSCHITZKI, JACK | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 50% | Feb 5, 2021 |
| RAND, PINCUS | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 50% | Feb 5, 2021 |
| ALBRECHT, BARBARA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Sep 1, 2021 |
| BEGLEY, CRYSTYN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Sep 1, 2021 |
| KIMBALL, JENNIFER | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Apr 13, 2025 |
| KOSCHITZKI, ELLIOT | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Feb 1, 2024 |
| KREIN, JASON | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Aug 7, 2024 |
| MARTIN, SONYA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Apr 13, 2024 |
| MARTINEZ-PEREZ, GIOVANNA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 15, 2024 |
| MEUS, KELLY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Aug 5, 2024 |
| PATEL, DEEPESH | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Sep 13, 2021 |
| PATEL, ULKA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Sep 1, 2021 |
| SMITH, MARIA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Feb 12, 2025 |
| SVENDSEN, MICHAEL | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 15, 2024 |
| KOSCHITZKI, JACK | CORPORATE OFFICER | Individual | N/A | Feb 5, 2021 |
| RAND, PINCUS | CORPORATE OFFICER | Individual | N/A | Feb 5, 2021 |