• CMS rates this facility 1/5 stars (below average)
• Has 215 certified beds with an average of 159.6 residents per day (74% occupancy)
• Last health inspection found 18 deficiencies (inspected Aug 4, 2025)
• Has been fined a total of $64,184 across 12 fine(s)
• Total nursing staff: 2.63 hours per resident per day
• Staff turnover rate: 53.0% (high)
West Lawrence Care Center, L L C is a 1-star Medicare and Medicaid certified nursing home in Far Rockaway, New York with 215 certified beds. It has been operating since 1992. The facility scored below average compared to New York facilities.
Ensure that each resident is free from the use of physical restraints, unless needed for medical treatment.
Provide care and assistance to perform activities of daily living for any resident who is unable.
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.
Reasonably accommodate the needs and preferences of each resident.
Allow residents to easily view the nursing home's survey results and communicate with advocate agencies.
Give residents notice of Medicaid/Medicare coverage and potential liability for services not covered.
Ensure each resident receives an accurate assessment.
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 enough food/fluids to maintain a resident's health.
Provide enough nursing staff every day to meet the needs of every resident; and have a licensed nurse in charge on each shift.
Have a policy regarding use and storage of foods brought to residents by family and other visitors.
Administer the facility in a manner that enables it to use its resources effectively and efficiently.
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.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Ensure the transfer/discharge meets the resident's needs/preferences and that the resident is prepared for a safe transfer/discharge.
Honor the resident's right to a safe, clean, comfortable and homelike environment, including but not limited to receiving treatment and supports for daily living safely.
Assure that each resident’s assessment is updated at least once every 3 months.
Encode each resident’s assessment data and transmit these data to the State within 7 days of assessment.
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.
Assist a resident in gaining access to vision and hearing services.
Ensure a licensed pharmacist perform a monthly drug regimen review, including the medical chart, following irregularity reporting guidelines in developed policies and procedures.
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.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
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.
+ 2 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 |
|---|---|---|---|---|
| CYTRYN, ARON | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 46% | Mar 1, 2015 |
| CYTRYN, DAVID | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 12% | Mar 1, 2015 |
| LANDA, JUDY | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 39% | Mar 1, 2015 |
| CYTRYN, ARON | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 1, 2003 |
| CYTRYN, DAVID | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 31, 2014 |
| LANDA, BENJAMIN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 1, 2003 |