• CMS rates this facility 1/5 stars (below average)
• Has 120 certified beds with an average of 117.1 residents per day (98% occupancy)
• Last health inspection found 9 deficiencies (inspected Jan 10, 2025)
• Has been fined a total of $23,674 across 2 fine(s)
• Total nursing staff: 3.09 hours per resident per day
• Staff turnover rate: 36.8%
Brooklyn United Methodist Church Home is a 1-star Medicare and Medicaid certified nursing home in Brooklyn, New York with 120 certified beds. It has been operating since 1977. The facility scored below average compared to New York facilities.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
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.
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.
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.
Post nurse staffing information every day.
Provide and implement an infection prevention and control program.
Make sure that the nursing home area is safe, easy to use, clean and comfortable for residents, staff and the public.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Honor the resident's right to organize and participate in resident/family groups in the facility.
The resident has the right to receive notices in a format and a language he or she understands.
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.
Assess the resident completely in a timely manner when first admitted, and then periodically, at least every 12 months.
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.
Post nurse staffing information every day.
Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
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.
Provide or obtain dental services for each resident.
Administer the facility in a manner that enables it to use its resources effectively and efficiently.
Have a plan that describes the process for conducting QAPI and QAA activities.
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.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Respond appropriately to all alleged violations.
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 services provided by the nursing facility meet professional standards of quality.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Provide enough nursing staff every day to meet the needs of every resident; and have a licensed nurse in charge on each shift.
+ 7 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 |
|---|---|---|---|---|
| BARNETT, EDNA | CORPORATE DIRECTOR | Individual | N/A | Apr 1, 2010 |
| CHUE, SHERWIN | CORPORATE DIRECTOR | Individual | N/A | Apr 1, 1990 |
| COLE, JOHN | CORPORATE DIRECTOR | Individual | N/A | Apr 1, 2002 |
| HOFMANN, JOANNA | CORPORATE DIRECTOR | Individual | N/A | Apr 1, 2010 |
| JONES, CLEOLENE | CORPORATE DIRECTOR | Individual | N/A | Apr 1, 2016 |
| MODESTE, WENDY | CORPORATE DIRECTOR | Individual | N/A | Apr 1, 2010 |
| MURDOCK, DELROY | CORPORATE DIRECTOR | Individual | N/A | Apr 1, 2017 |
| NATION, GERTRUDE | CORPORATE DIRECTOR | Individual | N/A | Apr 1, 2017 |
| WERNER, ROBERT | CORPORATE DIRECTOR | Individual | N/A | Apr 1, 2017 |
| COLE, JOHN | CORPORATE OFFICER | Individual | N/A | Apr 1, 2010 |
| ORRIOLA, VICTOR | CORPORATE OFFICER | Individual | N/A | Dec 1, 2015 |
| PITTERSON-COHEN, SANDRA | CORPORATE OFFICER | Individual | N/A | Dec 1, 2005 |
| PITTERSON-COHEN, SANDRA | W-2 MANAGING EMPLOYEE | Individual | N/A | Dec 1, 2005 |
Brooklyn, NY · 140 beds
Brooklyn, NY · 280 beds