• CMS rates this facility 3/5 stars (average)
• Has 120 certified beds with an average of 61.1 residents per day (51% occupancy)
• Last health inspection found 17 deficiencies (inspected Jan 11, 2024)
• No fines on record
• Total nursing staff: 4.96 hours per resident per day
• Staff turnover rate: 41.8%
King Street Home INC is a 3-star Medicare and Medicaid certified nursing home in Port Chester, New York with 120 certified beds. It has been operating since 1975. The facility scored at average compared to New York facilities.
Let each resident or the resident's legal representative access or purchase copies of all the resident's records.
Post a list of names, addresses, and telephone numbers of all pertinent State agencies and advocacy groups and a statement that the resident may file a complaint with the State Survey Agency.
Allow residents to easily view the nursing home's survey results and communicate with advocate agencies.
Keep residents' personal and medical records private and confidential.
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.
Ensure each resident receives an accurate assessment.
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.
Ensure that residents are free from significant medication errors.
Reasonably accommodate the needs and preferences of each resident.
Ensure that each resident is free from the use of physical restraints, unless needed for medical treatment.
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.
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.
Observe each nurse aide's job performance and give regular training.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Allow resident to participate in the development and implementation of his or her person-centered plan of care.
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.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Provide timely notification to the resident, and if applicable to the resident representative and ombudsman, before transfer or discharge, including appeal rights.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Ensure each resident’s drug regimen must be free from unnecessary drugs.
Ensure medication error rates are not 5 percent or greater.
Provide and implement an infection prevention and control program.
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 |
|---|---|---|---|---|
| LOGAN, JOAN | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 50% | Jan 23, 2004 |
| WILNER, ROBERT | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 50% | Jan 23, 2004 |
| BORZYKOWSKI, JENNIFER | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Nov 1, 2020 |
| LOGAN, JOAN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 22, 2025 |
| RIDDLE, ALBERT | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2013 |
| WILNER, ROBERT | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 22, 2025 |
| LOGAN, JOAN | CORPORATE OFFICER | Individual | N/A | Jan 23, 2004 |
| WILNER, ROBERT | CORPORATE OFFICER | Individual | N/A | Jan 23, 2004 |