• CMS rates this facility 2/5 stars (below average)
• Has 82 certified beds with an average of 67.9 residents per day (83% occupancy)
• Last health inspection found 6 deficiencies (inspected Jul 17, 2025)
• Has been fined a total of $219,489 across 3 fine(s)
• Total nursing staff: 3.98 hours per resident per day
• Staff turnover rate: 49.5%
• Part of the Presbyterian Senior Living chain (12 facilities)
Cathedral Village is a 2-star Medicare and Medicaid certified nursing home in Philadelphia, Pennsylvania with 82 certified beds. It has been operating since 1980. The facility scored below average compared to Pennsylvania facilities.
Provide care and assistance to perform activities of daily living for any resident who is unable.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Respond appropriately to all alleged violations.
Ensure medication error rates are not 5 percent or greater.
Ensure that residents are free from significant medication errors.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Provide safe and appropriate respiratory care for a resident when needed.
Ensure medication error rates are not 5 percent or greater.
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.
Provide and implement an infection prevention and control program.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
Respond appropriately to all alleged violations.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Provide care and assistance to perform activities of daily living for any resident who is unable.
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.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Provide safe, appropriate pain management for a resident who requires such services.
Ensure that nurses and nurse aides have the appropriate competencies to care for every resident in a way that maximizes each resident's well being.
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.
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.
Administer the facility in a manner that enables it to use its resources effectively and efficiently.
Employ staff that are licensed, certified, or registered in accordance with state laws.
Provide and implement an infection prevention and control program.
+ 1 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 |
|---|---|---|---|---|
| CATHEDRAL VILLAGE | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | N/A | Jan 1, 2025 |
| PHI | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 100% | Jun 1, 2015 |
| BENCHMARK THERAPIES, INC. | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Jan 1, 2025 |
| CURANA HEALTH OF PENNSYLVANIA PC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Jan 1, 2025 |
| PHI | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Jan 1, 2025 |
| BOWSER, NICOLE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Aug 1, 2011 |
| BURDEN, ASHLEY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2025 |
| CLANCY, JAMES | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2025 |
| KATZ, PAUL | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2025 |
| BIRDSALL, JAMES | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2023 |
| CARR, RANDI | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2021 |
| CHOTTINER, LAWRENCE | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2023 |
| DENISON, BARBARA | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2024 |
| DERR, SCOTT | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2025 |
| DUNCAN, JEAN | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2021 |
| ELLIOTT, BRENDA | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2022 |
| GOLDSTEIN, TERRY | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2018 |
| HOFFMAN, CYNTHIA | CORPORATE DIRECTOR | Individual | N/A | Jun 2, 2021 |
| KINARD, JOSEPH | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2021 |
| KING, CAROLINE | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2022 |
| LANGE, HOLLY | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2021 |
| MERRIWEATHER, BARBARA | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2021 |
| PAXTON, STUART | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2019 |
| REIMANN, SUSAN | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2016 |
| RHODES, CHERYL | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2024 |
| ROSS, KEVIN | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2021 |
| SCOTT, SUSAN | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2017 |
| SEIBERT, JOSEPH | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2023 |
| SHROPSHIRE, JENNIFER | CORPORATE DIRECTOR | Individual | N/A | May 15, 2014 |
| STONE, ROBYN | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2016 |
| DAVIS, DANNY | CORPORATE OFFICER | Individual | N/A | Apr 1, 2018 |
| DAVIS, TODD | CORPORATE OFFICER | Individual | N/A | Jun 1, 2024 |
| HOFFMAN, CYNTHIA | CORPORATE OFFICER | Individual | N/A | Jun 2, 2021 |
| KING, CAROLINE | CORPORATE OFFICER | Individual | N/A | Jan 1, 2022 |
| KRIEGER, DANIEL | CORPORATE OFFICER | Individual | N/A | Dec 1, 2023 |
| MCALISTER, DYAN | CORPORATE OFFICER | Individual | N/A | Jun 1, 2015 |
| SCOTT, SUSAN | CORPORATE OFFICER | Individual | N/A | Jan 1, 2017 |
| SHARER, JESSICA | CORPORATE OFFICER | Individual | N/A | Jan 1, 2024 |
| WICKLINE, BEVERLY | CORPORATE OFFICER | Individual | N/A | Jun 1, 2015 |
This chain operates 12 facilities. View all →