• CMS rates this facility 1/5 stars (below average)
• Has 391 certified beds with an average of 364.2 residents per day (93% occupancy)
• Last health inspection found 22 deficiencies (inspected Jun 20, 2025)
• Has been fined a total of $65,951 across 1 fine(s)
• Total nursing staff: 3.46 hours per resident per day
• Staff turnover rate: 26.8%
Orlando Health and Rehabilitation Center is a 1-star Medicare and Medicaid certified nursing home in Orlando, Florida with 391 certified beds. It has been operating since 1990. The facility scored below average compared to Florida facilities.
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 a dignified existence, self-determination, communication, and to exercise his or her rights.
Allow resident to participate in the development and implementation of his or her person-centered plan of care.
Allow residents to self-administer drugs if determined clinically appropriate.
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.
Coordinate assessments with the pre-admission screening and resident review program; and referring for services as needed.
PASARR screening for Mental disorders or Intellectual Disabilities
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.
Provide for the safe, appropriate administration of IV fluids for a resident when needed.
Provide safe and appropriate respiratory care for a resident when needed.
Provide safe, appropriate pain management for a resident who requires such services.
Provide care or services that was trauma informed and/or culturally competent.
Ensure a licensed pharmacist perform a monthly drug regimen review, including the medical chart, following irregularity reporting guidelines in developed policies and procedures.
Ensure that residents are free from significant medication errors.
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.
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.
Provide and implement an infection prevention and control program.
Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Respond appropriately to all alleged violations.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
Allow residents to self-administer drugs if determined clinically appropriate.
Protect a residents' right to refuse some types of non-requested transfers within the nursing home.
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 request, refuse, and/or discontinue treatment, to participate in or refuse to participate in experimental research, and to formulate an advance directive.
+ 41 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 |
|---|---|---|---|---|
| ORLANDO REHABILITATION GROUP , INC. | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 100% | Nov 15, 2010 |
| ANU HEALTH MANAGEMENT LLC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Sep 1, 2009 |
| CONSULTING SUPPORT SERVICES, LLC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Jun 28, 2011 |
| FACILITY SUPPORT COMPANY, LLC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Dec 13, 2010 |
| KANE FINANCIAL SERVICES, LLC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Jun 6, 2012 |
| MANCO, TRENTINO | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Nov 30, 2015 |
| RIVERA-LOPEZ, JACKELINE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Dec 13, 2016 |
| DUDLEY, NATE | CORPORATE OFFICER | Individual | N/A | Jul 1, 2014 |
| GARNER, ALVIN | CORPORATE OFFICER | Individual | N/A | Jul 1, 2014 |
| JAFFE, HOWARD | CORPORATE OFFICER | Individual | N/A | Jul 1, 2014 |
| MULLEN, ANN | CORPORATE OFFICER | Individual | N/A | Jul 1, 2014 |
| ROMBOLD, LORI | CORPORATE OFFICER | Individual | N/A | Jul 1, 2014 |