CMS data snapshot: July 2026
Facility results compared with averages for CMS-certified nursing homes in New York. 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.
King Street Home Inc is a 2-star Medicare and Medicaid certified nursing home in Port Chester, New York with 120 certified beds. It has been operating since 1975. Its overall CMS rating is 2 out of 5.
Ensure the transfer/discharge meets the resident's needs/preferences and that the resident is prepared for a safe transfer/discharge.
Provide the required documentation or notification related to the resident's needs, appeal rights, or bed-hold policies.
Ensure that each resident is free from the use of physical restraints, unless needed for medical treatment.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
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 the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
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.
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.
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.
Allow resident to participate in the development and implementation of his or her person-centered plan of care.
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.
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 appropriate treatment and care according to orders, resident’s preferences and goals.
Provide timely notification to the resident, and if applicable to the resident representative and ombudsman, before transfer or discharge, including appeal rights.
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 |
| LOGAN, JOAN | CORPORATE OFFICER | Individual | N/A | Jan 23, 2004 |
| WILNER, ROBERT | CORPORATE OFFICER | Individual | N/A | 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 |
| BORZYKOWSKI, JENNIFER | ADP OF THE SNF | Individual | N/A | Mar 19, 2025 |
| RIDDLE, ALBERT | ADP OF THE SNF | Individual | N/A | Mar 19, 2025 |
Compare CMS ratings and recorded fines for King Street Home Inc 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.