CMS data snapshot: July 2026
Facility results compared with averages for CMS-certified nursing homes in New York. Ratings, staffing and turnover measure different parts of care and should be reviewed together.
Comparisons use the matching CMS state averages without a proprietary combined score. Review the comparison methodology.
A side-by-side view of the two CMS inspection cycles included in the current dataset.
Citation counts alone do not show severity. Review the inspection details below for scope, severity and correction status.
Cost data: Genworth/CareScout Cost of Care Survey (2024). Demographics: U.S. Census Bureau ACS (2022).
Swipe tabs for staffing, quality and ownership.
Cobble Hill Health Center Inc is a 4-star Medicare and Medicaid certified nursing home in Brooklyn, New York with 364 certified beds. It has been operating since 1967. Its overall CMS rating is 4 out of 5.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
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 safe, appropriate dialysis care/services for a resident who requires such services.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Ensure services provided by the nursing facility meet professional standards of quality.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Encode each resident’s assessment data and transmit these data to the State within 7 days of assessment.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
Properly hold, secure, and manage each resident's personal money which is deposited with the nursing home.
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.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
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.
No penalties on record.
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 |
|---|---|---|---|---|
| COBBLE HILL LIFECARE, INC. | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 100% | Nov 14, 2012 |
| METROPOLITAN COMMERCIAL BANK | 5% OR GREATER MORTGAGE INTEREST | Organization | N/A | Dec 9, 2024 |
| METROPOLITAN COMMERCIAL BANK | 5% OR GREATER SECURITY INTEREST | Organization | N/A | Dec 9, 2024 |
| BROUNSTEIN, GENNA | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jan 1, 2021 |
| CARAMES, CHARLIE | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jan 1, 2018 |
| FOX, IRA | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jul 8, 2022 |
| GODEC, CIRIL | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jan 1, 1980 |
| HEYER, JOHN | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jul 8, 2022 |
| JORDAN, LEONARD | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jan 1, 2016 |
| KAMUF, RUDY W | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jan 1, 2014 |
| MILLMAN, JOAN | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jan 1, 2015 |
| O'CONNELL, GREG | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jul 8, 2022 |
| SEGELOV, DAVID | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Apr 14, 2023 |
| SPATH, THOMAS | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jan 1, 1977 |
| TUCHMAN, DANIEL | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Apr 11, 2018 |
| YATRAKIS, PETER | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jan 1, 2013 |
| BROUNSTEIN, GENNA | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2021 |
| CARAMES, CHARLIE | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2018 |
| FOX, IRA | CORPORATE DIRECTOR | Individual | N/A | Jul 8, 2022 |
| GODEC, CIRIL | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 1980 |
| HEYER, JOHN | CORPORATE DIRECTOR | Individual | N/A | Jul 8, 2022 |
| JORDAN, LEONARD | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2016 |
| KAMUF, RUDY W | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2014 |
| MILLMAN, JOAN | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2015 |
| O'CONNELL, GREG | CORPORATE DIRECTOR | Individual | N/A | Jul 8, 2022 |
| SPATH, THOMAS | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 1977 |
| YATRAKIS, PETER | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2013 |
| SEGELOV, DAVID | CORPORATE OFFICER | Individual | N/A | Apr 17, 2023 |
| TUCHMAN, DANIEL | CORPORATE OFFICER | Individual | N/A | Apr 11, 2018 |
| OGUNFOWORA, OLUSEGUN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2023 |
| SEGELOV, DAVID | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Apr 17, 2023 |
| TUCHMAN, DANIEL | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Apr 11, 2018 |
| BROUNSTEIN, GENNA | TRUSTEE OF THE SNF | Individual | N/A | Jan 1, 2021 |
| CARAMES, CHARLIE | TRUSTEE OF THE SNF | Individual | N/A | Jan 1, 2018 |
| FOX, IRA | TRUSTEE OF THE SNF | Individual | N/A | Jul 8, 2022 |
| GODEC, CIRIL | TRUSTEE OF THE SNF | Individual | N/A | Jan 1, 1980 |
| HEYER, JOHN | TRUSTEE OF THE SNF | Individual | N/A | Jul 8, 2022 |
| JORDAN, LEONARD | TRUSTEE OF THE SNF | Individual | N/A | Jan 1, 2016 |
| KAMUF, RUDY W | TRUSTEE OF THE SNF | Individual | N/A | Jan 1, 2014 |
| MILLMAN, JOAN | TRUSTEE OF THE SNF | Individual | N/A | Jan 1, 2015 |
| O'CONNELL, GREG | TRUSTEE OF THE SNF | Individual | N/A | Jul 8, 2022 |
| SPATH, THOMAS | TRUSTEE OF THE SNF | Individual | N/A | Jan 1, 1977 |
| YATRAKIS, PETER | TRUSTEE OF THE SNF | Individual | N/A | Jan 1, 2013 |
| MARTIN FRIEDMAN CPA PC | ADP OF THE SNF | Organization | N/A | Jan 1, 2019 |
| METROPOLITAN COMMERCIAL BANK | ADP OF THE SNF | Organization | N/A | Mar 11, 2025 |
| THERADYNAMICS REHAB MANAGEMENT, LLC | ADP OF THE SNF | Organization | N/A | Jul 1, 2014 |
| OGUNFOWORA, OLUSEGUN | ADP OF THE SNF | Individual | N/A | Jan 1, 2023 |
| SEGELOV, DAVID | ADP OF THE SNF | Individual | N/A | Apr 17, 2023 |
| TUCHMAN, DANIEL | ADP OF THE SNF | Individual | N/A | Apr 11, 2018 |
Compare CMS ratings and recorded fines for Cobble Hill Health Center Inc and nearby alternatives.
Distance is approximate. Ratings and enforcement data use the current CMS snapshot; recorded fines are not a complete measure of care quality. How nearby facilities are selected.