• CMS rates this facility 1/5 stars (below average)
• Has 132 certified beds with an average of 112.9 residents per day (86% occupancy)
• Last health inspection found 18 deficiencies (inspected May 23, 2024)
• Has been fined a total of $121,573 across 1 fine(s)
• Total nursing staff: 3.73 hours per resident per day
Jewish Home of Central New York is a 1-star Medicare and Medicaid certified nursing home in Syracuse, New York with 132 certified beds. It has been operating since 1967. The facility scored below average compared to New York facilities.
Provide appropriate foot care.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Provide activities to meet all resident's needs.
Try different approaches before using a bed rail. If a bed rail is needed, the facility must (1) assess a resident for safety risk; (2) review these risks and benefits with the resident/representative; (3) get informed consent; and (4) Correctly install and maintain the bed rail.
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.
Make sure that a working call system is available in each resident's bathroom and bathing area.
Make sure there is a pest control program to prevent/deal with mice, insects, or other pests.
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.
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.
Respond appropriately to all alleged violations.
Provide care and assistance to perform activities of daily living for any resident who is unable.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
Post nurse staffing information every day.
Ensure menus must meet the nutritional needs of residents, be prepared in advance, be followed, be updated, be reviewed by dietician, and meet the needs of the resident.
Ensure food and drink is palatable, attractive, and at a safe and appetizing temperature.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Provide and implement an infection prevention and control program.
Allow residents to easily view the nursing home's survey results and communicate with advocate agencies.
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.
Ensure that each resident is free from the use of physical restraints, unless needed for medical treatment.
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 pressure ulcer care and prevent new ulcers from developing.
Provide enough food/fluids to maintain a resident's health.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Provide and implement an infection prevention and control program.
Ensure staff are vaccinated for COVID-19
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.
+ 18 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 |
|---|---|---|---|---|
| BLOODGOOD, MARY ELLEN | CORPORATE DIRECTOR | Individual | N/A | Mar 1, 1987 |
| LAVINE, PHYLLIS | CORPORATE OFFICER | Individual | N/A | Jan 1, 2010 |
| MALOFF, JON | CORPORATE OFFICER | Individual | N/A | Jan 1, 2010 |
| SCHEER, JEFF | CORPORATE OFFICER | Individual | N/A | Jan 1, 2010 |
| WOOD, ROBERT | CORPORATE OFFICER | Individual | N/A | Oct 29, 2012 |
| BLOODGOOD, MARY ELLEN | W-2 MANAGING EMPLOYEE | Individual | N/A | Jan 26, 1987 |
| COLE, ANTOINETTE | W-2 MANAGING EMPLOYEE | Individual | N/A | Mar 1, 1989 |
| WOOD, ROBERT | W-2 MANAGING EMPLOYEE | Individual | N/A | Oct 29, 2012 |