Hughes Health and Rehabilitation was a well-respected, five-star rated long-term care facility located in West Hartford, Connecticut. For decades, it provided care for elderly residents, many of whom came to regard the staff and fellow residents as family. The facility had a reputation for high-quality care, a welcoming atmosphere, and dedicated staff—several of whom had worked there for 20 to 30 years. The origin of Hughes Health and Rehabilitation dates back to 1961 when Eugene Flaxman, a podiatrist, purchased the property, which was originally the 22,000-square-foot family home of Henry C. Judd, built in 1900. From a modest 17-bed convalescent home, it was expanded multiple times, eventually evolving into a 170-bed facility and rechristened as Hughes Health and Rehabilitation Center by 1966. Over the generations, the Flaxman family presided over the home, with Eugene Flaxman and later his son, Brian Flaxman, contributing to its growth and nurturing its reputation for personalized care.
The family legacy and close-knit operation of Hughes Health and Rehabilitation deeply shaped the culture within its walls. Residents such as Jeannette Crowe and Rosemarie Dembowski spoke of the facility not just as a care center, but as a true home where many hoped to spend their last days. The single rooms, like the one featuring a mural of a lighthouse that evoked memories of Cape Cod for Ms. Dembowski, added to the sense of individual comfort and belonging. For both staff and residents, Hughes stood for stability and community at a vulnerable time of life, with bonds formed across years of shared experience.
Despite its stellar reputation, Hughes Health and Rehabilitation faced mounting financial challenges in recent years. The facility required approximately $10 million to $12 million in upgrades to its physical plant, and operating expenses, including labor costs and utilities, continued to rise. Compounding these issues was an occupancy rate that had remained around 50% for several years—leaving the business in a precarious situation with a reported monthly deficit ranging from $10,000 to $30,000. Following the deaths of key family members, management passed to Sam Flaxman, who faced the painful decision to close the home after an attempted sale of the property fell through.
The closure process highlighted broader challenges confronting nursing homes in Connecticut. State policies have increasingly shifted funding away from traditional long-term care institutions like Hughes Health and Rehabilitation and towards home and community-based alternatives. This has resulted in a pronounced reduction in financial support for nursing homes, with calls for “right-sizing” the industry and reducing available beds, even as Connecticut’s elderly population continues to grow. This broader context intensified the difficulties at Hughes and catalyzed its closure, despite consistent advocacy from long-term care specialists who valued its small, neighborhood-oriented model of care.
The announcement of the closure was a source of shock and grief for residents, their families, and staff. Many residents had expected Hughes would be their final home, and the transition to other facilities evoked significant anxiety—particularly around issues of transfer trauma, loss of cherished single rooms, and the disbanding of close ties with staff and peers. The process of packing up belongings, saying goodbye, and seeking placements elsewhere—such as at facilities in Avon or at Avery Heights—was deeply emotional. Staff, too, felt the weight of the closure, with several expressing sorrow at the loss of what had essentially been a lifelong vocation.
The history of Hughes Health and Rehabilitation is emblematic of both the strengths and vulnerabilities of family-owned, community-based nursing homes. Tied together by multigenerational stewardship, a devoted staff, and meaningful connections among residents, the facility was considered by many as a model of personal, attentive elder care. Its eventual closure stands as a poignant marker of the changing landscape of long-term care, the economic pressures facing smaller operators, and the profound impact such closures have on individuals and communities.