• CMS rates this facility 4/5 stars (above average)
• Has 558 certified beds with an average of 372.3 residents per day (67% occupancy)
• Last health inspection found 18 deficiencies (inspected Feb 7, 2025)
• No fines on record
• Total nursing staff: 3.98 hours per resident per day
• Staff turnover rate: 22.4%
Hebrew Home of Greater Washington is a 4-star Medicare and Medicaid certified nursing home in Rockville, Maryland with 558 certified beds. It has been operating since 1969. The facility scored above average compared to Maryland facilities.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
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.
Ensure residents do not lose the ability to perform activities of daily living unless there is a medical reason.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
Provide enough food/fluids to maintain a resident's health.
Make sure there is a pest control program to prevent/deal with mice, insects, or other pests.
Assess the resident completely in a timely manner when first admitted, and then periodically, at least every 12 months.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Observe each nurse aide's job performance and give regular training.
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.
Provide or obtain dental services for each resident.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
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 appropriate treatment and care according to orders, resident’s preferences and goals.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
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.
Ensure that each resident is free from the use of physical restraints, unless needed for medical treatment.
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.
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.
Ensure food and drink is palatable, attractive, and at a safe and appetizing temperature.
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 |
|---|---|---|---|---|
| BARAF, ALISON | CORPORATE DIRECTOR | Individual | N/A | May 1, 2017 |
| COHEN, IRVING | CORPORATE DIRECTOR | Individual | N/A | May 1, 1997 |
| DISTENFELD, JEFFREY | CORPORATE DIRECTOR | Individual | N/A | May 1, 2003 |
| DUBICK, DRAGA | CORPORATE DIRECTOR | Individual | N/A | May 1, 2017 |
| DYKES, ARTHUR | CORPORATE DIRECTOR | Individual | N/A | May 1, 1995 |
| ENLOW, DEANNA | CORPORATE DIRECTOR | Individual | N/A | Dec 12, 2016 |
| FREEMAN, ALAN | CORPORATE DIRECTOR | Individual | N/A | May 1, 2005 |
| FREISHTAT, DAVID | CORPORATE DIRECTOR | Individual | N/A | May 11, 2011 |
| FRIEDLANDER, ANDREW | CORPORATE DIRECTOR | Individual | N/A | May 1, 1995 |
| GUMER, JAMES | CORPORATE DIRECTOR | Individual | N/A | May 1, 2008 |
| HARRISON, HARRY | CORPORATE DIRECTOR | Individual | N/A | May 1, 2003 |
| KAPLAN, DONALD | CORPORATE DIRECTOR | Individual | N/A | May 1, 1998 |
| KARP, DAVID | CORPORATE DIRECTOR | Individual | N/A | Mar 22, 2017 |
| KLAIMAN, MARK | CORPORATE DIRECTOR | Individual | N/A | May 1, 2006 |
| LAKE, PEARL | CORPORATE DIRECTOR | Individual | N/A | May 1, 2015 |
| LEDERMAN, BRUCE | CORPORATE DIRECTOR | Individual | N/A | Jan 7, 2017 |
| MEYERS, ERIC | CORPORATE DIRECTOR | Individual | N/A | May 1, 2016 |
| PURETZ, JEFFREY | CORPORATE DIRECTOR | Individual | N/A | May 1, 2015 |
| RAMS, JACQUELIN | CORPORATE DIRECTOR | Individual | N/A | May 1, 2017 |
| ROBINSON, PAULA | CORPORATE DIRECTOR | Individual | N/A | May 1, 2015 |
| RUBEN, DAVID | CORPORATE DIRECTOR | Individual | N/A | May 1, 1997 |
| RULNICK, AARON | CORPORATE DIRECTOR | Individual | N/A | May 1, 2013 |
| SAFFITZ, GARY | CORPORATE DIRECTOR | Individual | N/A | May 1, 1994 |
| SAMUELS, DAVID | CORPORATE DIRECTOR | Individual | N/A | May 1, 1999 |
| SANDERS, SAMUEL | CORPORATE DIRECTOR | Individual | N/A | May 1, 2017 |
| SOLOMON, MARC | CORPORATE DIRECTOR | Individual | N/A | May 1, 1989 |
| TANNER HILL, TERRI | CORPORATE DIRECTOR | Individual | N/A | Jan 18, 2010 |
| WEST, NATALIE | CORPORATE DIRECTOR | Individual | N/A | Sep 1, 2017 |
| ENLOW, DEANNA | W-2 MANAGING EMPLOYEE | Individual | N/A | Dec 12, 2016 |
| LEDERMAN, BRUCE | W-2 MANAGING EMPLOYEE | Individual | N/A | Jan 7, 2017 |
| STETTES, KAREN | W-2 MANAGING EMPLOYEE | Individual | N/A | May 15, 2017 |
| TANNER HILL, TERRI | W-2 MANAGING EMPLOYEE | Individual | N/A | Jan 18, 2010 |