• CMS rates this facility 1/5 stars (below average)
• Has 166 certified beds with an average of 124.8 residents per day (75% occupancy)
• Last health inspection found 9 deficiencies (inspected Feb 7, 2025)
• Has been fined a total of $119,897 across 2 fine(s)
• Total nursing staff: 3.66 hours per resident per day
• Staff turnover rate: 48.0%
• Part of the Saber Healthcare Group chain (126 facilities)
Matthews Health & Rehab Center is a 1-star Medicare and Medicaid certified nursing home in Matthews, North Carolina with 166 certified beds. It has been operating since 1974. The facility scored below average compared to North Carolina facilities.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
Honor the resident's right to organize and participate in resident/family groups in the facility.
Have a registered nurse on duty 8 hours a day; and select a registered nurse to be the director of nurses on a full time basis.
Provide and implement an infection prevention and control program.
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.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
Provide appropriate care for residents who are continent or incontinent of bowel/bladder, appropriate catheter care, and appropriate care to prevent urinary tract infections.
Ensure meals and snacks are served at times in accordance with resident’s needs, preferences, and requests. Suitable and nourishing alternative meals and snacks must be provided for residents who want to eat at non-traditional times or outside of scheduled meal times.
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.
Honor the resident's right to and the facility must promote and facilitate resident self-determination through support of resident choice.
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 each resident receives and the facility provides food that accommodates resident allergies, intolerances, and preferences, as well as appealing options.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Set up an ongoing quality assessment and assurance group to review quality deficiencies and develop corrective plans of action.
Ensure food and drink is palatable, attractive, and at a safe and appetizing temperature.
Ensure meals and snacks are served at times in accordance with resident’s needs, preferences, and requests. Suitable and nourishing alternative meals and snacks must be provided for residents who want to eat at non-traditional times or outside of scheduled meal times.
Keep residents' personal and medical records private and confidential.
Implement gradual dose reductions(GDR) and non-pharmacological interventions, unless contraindicated, prior to initiating or instead of continuing psychotropic medication; and PRN orders for psychotropic medications are only used when the medication is necessary and PRN use is limited.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Dispose of garbage and refuse properly.
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 |
|---|---|---|---|---|
| SABER HEALTHCARE HOLDINGS LLC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 100% | Dec 1, 2022 |
| BENJAMIN N. VOLPE FAMILY DYNASTY TRUST (DATED DECEMBER 29, 2020) | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Dec 1, 2022 |
| BNV DYNASTY LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Dec 1, 2022 |
| DECANTED WILLIAM I. WEISBERG FAMILY DYNASTY TRUST (DATED SEPT 30, 2020 | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Dec 1, 2022 |
| SHH HOLDINGS LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Dec 1, 2022 |
| WIW DYNASTY LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Dec 1, 2022 |
| WWBV HOLDINGS LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Dec 1, 2022 |
| SABER GOVERNANCE LLC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Dec 1, 2022 |
| HOPPING, DARIN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Dec 1, 2022 |
| VOLPE, BENJAMIN | CORPORATE DIRECTOR | Individual | N/A | Dec 1, 2022 |
| WEISBERG, WILLIAM | CORPORATE DIRECTOR | Individual | N/A | Dec 1, 2022 |
| NICOLUZAKIS, GREGORY | CORPORATE OFFICER | Individual | N/A | Dec 1, 2022 |
| VOLPE, BENJAMIN | CORPORATE OFFICER | Individual | N/A | Dec 1, 2022 |
| WEISBERG, WILLIAM | CORPORATE OFFICER | Individual | N/A | Dec 1, 2022 |
| MCSWAIN, ROBERT | W-2 MANAGING EMPLOYEE | Individual | N/A | Dec 1, 2022 |
This chain operates 126 facilities. View all →