CMS data snapshot: July 2026
Facility results compared with averages for CMS-certified nursing homes in Maryland. 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.
Hebrew Home of Greater Washington is a 5-star Medicare and Medicaid certified nursing home in Rockville, Maryland with 558 certified beds. It has been operating since 1969. Its overall CMS rating is 5 out of 5.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
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.
Make sure that a working call system is available in each resident's bathroom and bathing area.
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.
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.
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.
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.
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.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Make sure there is a pest control program to prevent/deal with mice, insects, or other pests.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
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.
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.
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 |
|---|---|---|---|---|
| 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 |
| 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 |
Compare CMS ratings and recorded fines for Hebrew Home of Greater Washington 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.