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.
Eddy Heritage House Nursing and Rehabilitation Ctr is a 1-star Medicare and Medicaid certified nursing home in Troy, New York with 120 certified beds. It has been operating since 1992. Its overall CMS rating is 1 out of 5.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Obtain a doctor's order to admit a resident and ensure the resident is under a doctor's care.
Administer the facility in a manner that enables it to use its resources effectively and efficiently.
Honor the resident's right to voice grievances without discrimination or reprisal and the facility must establish a grievance policy and make prompt efforts to resolve grievances.
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.
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.
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.
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.
Create and put into place a plan for meeting the resident's most immediate needs within 48 hours of being admitted
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Have a policy regarding use and storage of foods brought to residents by family and other visitors.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
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 |
|---|---|---|---|---|
| ST PETERS HEALTH PARTNERS | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 100% | Oct 1, 2011 |
| BALA, GUHA | CORPORATE DIRECTOR | Individual | N/A | Oct 1, 2022 |
| HANKS, STEVEN | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2023 |
| ISACKSEN, DANIEL | CORPORATE DIRECTOR | Individual | N/A | Oct 1, 2022 |
| LAPCZYNSKI, PATRICIA | CORPORATE DIRECTOR | Individual | N/A | Apr 1, 2025 |
| MCCORMICK, ROBERT | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2021 |
| MEATH, MICHAEL | CORPORATE DIRECTOR | Individual | N/A | Oct 1, 2022 |
| MYERS, GINA | CORPORATE DIRECTOR | Individual | N/A | Oct 1, 2022 |
| POLLARD, MERRIETTE | CORPORATE DIRECTOR | Individual | N/A | Oct 1, 2022 |
| SULLIVAN, MARGUERITE | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2025 |
| SWEET ZAVAGLIA, KERRI | CORPORATE DIRECTOR | Individual | N/A | Oct 1, 2022 |
| TOFADE, OLUWATOYIN | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2024 |
| FARRELL, ERIC | CORPORATE OFFICER | Individual | N/A | Jul 1, 2023 |
| JIMINO, KATHLEEN | CORPORATE OFFICER | Individual | N/A | Oct 5, 2022 |
| MARSHALL, JOHN | CORPORATE OFFICER | Individual | N/A | Oct 5, 2022 |
| SIGNOR, KRISTIN | CORPORATE OFFICER | Individual | N/A | Apr 1, 2017 |
| WILDRIDGE, WILLIAM | CORPORATE OFFICER | Individual | N/A | Oct 1, 2022 |
| ST PETERS HEALTH PARTNERS | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Oct 1, 2011 |
| TRINITY HEALTH CORPORATION | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Jul 1, 2014 |
| BURKE, MICHAEL | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Sep 1, 2020 |
| MAZZACCO, MICHELLE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Aug 22, 2021 |
| MIER, SHERRI | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Sep 18, 2023 |
| SIGNOR, KRISTIN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Apr 1, 2017 |
| SPENCER, YOLANDA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Apr 18, 2025 |
| ST PETERS HEALTH PARTNERS | ADP OF THE SNF | Organization | N/A | Jun 10, 2025 |
| TRINITY HEALTH CORPORATION | ADP OF THE SNF | Organization | N/A | Apr 16, 2025 |
| BAKAR, MELISSA | ADP OF THE SNF | Individual | N/A | Jan 1, 2025 |
| BURKE, MICHAEL | ADP OF THE SNF | Individual | N/A | Sep 1, 2020 |
| DUNNING, TODD | ADP OF THE SNF | Individual | N/A | Feb 18, 2024 |
| FARRELL, ERIC | ADP OF THE SNF | Individual | N/A | Jul 1, 2023 |
| HANKS, STEVEN | ADP OF THE SNF | Individual | N/A | Jan 1, 2023 |
| ISACKSEN, DANIEL | ADP OF THE SNF | Individual | N/A | Oct 1, 2022 |
| LASHWA, DEBRA JEAN | ADP OF THE SNF | Individual | N/A | Feb 5, 1996 |
| MAZZACCO, MICHELLE | ADP OF THE SNF | Individual | N/A | Aug 22, 2021 |
| MIER, SHERRI | ADP OF THE SNF | Individual | N/A | Sep 18, 2023 |
| SIGNOR, KRISTIN | ADP OF THE SNF | Individual | N/A | Apr 1, 2017 |
| SPENCER, YOLANDA | ADP OF THE SNF | Individual | N/A | Apr 18, 2025 |
Compare CMS ratings and recorded fines for Eddy Heritage House Nursing and Rehabilitation Ctr 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.
This chain operates 19 facilities. View all →