• CMS rates this facility 4/5 stars (above average)
• Has 96 certified beds with an average of 74.3 residents per day (77% occupancy)
• Last health inspection found 20 deficiencies (inspected Aug 28, 2025)
• No fines on record
• Total nursing staff: 4.75 hours per resident per day
• Staff turnover rate: 21.6%
• Part of the Humangood chain (17 facilities)
Judson Park Health Center is a 4-star Medicare and Medicaid certified nursing home in Des Moines, Washington with 96 certified beds. It has been operating since 1992. The facility scored above average compared to Washington facilities.
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.
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.
Prevent the use of unnecessary psychotropic medications or use medications that may restrain a resident's ability to function.
Provide the required documentation or notification related to the resident's needs, appeal rights, or bed-hold policies.
Ensure each resident receives an accurate assessment.
Coordinate assessments with the pre-admission screening and resident review program; and referring for services as needed.
PASARR screening for Mental disorders or Intellectual Disabilities
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Ensure services provided by the nursing facility meet professional standards of quality.
Provide activities to meet all resident's needs.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Provide safe, appropriate pain management for a resident who requires such services.
Provide care or services that was trauma informed and/or culturally competent.
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.
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.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
Provide and implement an infection prevention and control program.
The resident has the right to receive notices in a format and a language he or she understands.
Respond appropriately to all alleged violations.
Not transfer or discharge a resident without an adequate reason; and must provide documentation and convey specific information when a resident is transferred or discharged.
Provide timely notification to the resident, and if applicable to the resident representative and ombudsman, before transfer or discharge, including appeal rights.
Notify the resident or the resident’s representative in writing how long the nursing home will hold the resident’s bed in cases of transfer to a hospital or therapeutic leave.
Ensure each resident receives an accurate assessment.
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 appropriate care for residents who are continent or incontinent of bowel/bladder, appropriate catheter care, and appropriate care to prevent urinary tract infections.
+ 27 more deficiencies
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 |
|---|---|---|---|---|
| HUMANGOOD WASHINGTON | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 100% | Sep 14, 1994 |
| HUMANGOOD | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | May 1, 2016 |
| HUMANGOOD CORNERSTONE | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | May 1, 2016 |
| HUMANGOOD NORCAL | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | May 16, 2012 |
| HUMANGOOD WASHINGTON | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Jan 1, 1992 |
| BAKER, JUDITH | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 1, 2016 |
| BOYAR, JONATHAN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jun 1, 2021 |
| BROWN, HERMAN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 1, 2016 |
| COCHRANE, JOHN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 1, 2016 |
| DAHAN, DAVID | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 1, 2016 |
| DECKER, DAVID | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 1, 2016 |
| FERRIS, RAND | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 1, 2016 |
| GHASSEMI, BETHANY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 28, 2019 |
| KELLEY, ALBERT | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 1, 2016 |
| KENNEDY, JENNIFER | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Dec 7, 2023 |
| LOPEZ, JESSICA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 20, 2020 |
| MCDONALD, ANDREW | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2020 |
| OGUS, DANIEL | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 1, 2016 |
| PRATTEN, ANDREA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 30, 2023 |
| SCHMITZ, BRADLEY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 1, 2020 |
| TINKER, BRET | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 1, 2016 |
| VANGELISTO, GWEN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Aug 30, 2021 |
| WILLIAMS, ROBERT | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 13, 2024 |
| BAKER, JUDITH | CORPORATE DIRECTOR | Individual | N/A | May 1, 2016 |
| BROWN, HERMAN | CORPORATE DIRECTOR | Individual | N/A | May 1, 2016 |
| DAHAN, DAVID | CORPORATE DIRECTOR | Individual | N/A | May 1, 2016 |
| DECKER, DAVID | CORPORATE DIRECTOR | Individual | N/A | May 1, 2016 |
| FERRIS, RAND | CORPORATE DIRECTOR | Individual | N/A | Feb 25, 2017 |
| KELLEY, ALBERT | CORPORATE DIRECTOR | Individual | N/A | May 1, 2016 |
| TINKER, BRET | CORPORATE DIRECTOR | Individual | N/A | May 1, 2016 |
| WILLIAMS, ROBERT | CORPORATE DIRECTOR | Individual | N/A | Mar 13, 2024 |
| BROWN, HERMAN | CORPORATE OFFICER | Individual | N/A | May 1, 2016 |
| COCHRANE, JOHN | CORPORATE OFFICER | Individual | N/A | May 1, 2016 |
| GHASSEMI, BETHANY | CORPORATE OFFICER | Individual | N/A | May 21, 2019 |
| MCDONALD, ANDREW | CORPORATE OFFICER | Individual | N/A | Jan 1, 2020 |
| OGUS, DANIEL | CORPORATE OFFICER | Individual | N/A | Aug 27, 2009 |
| U.S. BANK | 5% OR GREATER SECURITY INTEREST | Organization | N/A | Apr 1, 2018 |
| WASHINGTON FEDERAL | 5% OR GREATER SECURITY INTEREST | Organization | N/A | Apr 1, 2018 |
This chain operates 17 facilities. View all →