CMS data snapshot: July 2026
Facility results compared with averages for CMS-certified nursing homes in Washington. 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.
Sullivan Park Care Center is a 2-star Medicare and Medicaid certified nursing home in Spokane, Washington with 125 certified beds. It has been operating since 1991. Its overall CMS rating is 2 out of 5.
Ensure that residents are fully informed and understand their health status, care and treatments.
Develop and implement policies and procedures to prevent abuse, neglect, and theft.
Provide care or services that was trauma informed and/or culturally competent.
Provide enough nursing staff every day to meet the needs of every resident; and have a licensed nurse in charge on each shift.
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.
Allow residents to self-administer drugs if determined clinically appropriate.
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 a safe, clean, comfortable and homelike environment, including but not limited to receiving treatment and supports for daily living safely.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
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.
Coordinate assessments with the pre-admission screening and resident review program; and referring for services as needed.
Create and put into place a plan for meeting the resident's most immediate needs within 48 hours of being admitted
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 care and assistance to perform activities of daily living for any resident who is unable.
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 for the safe, appropriate administration of IV fluids for a resident when needed.
Ensure that nurses and nurse aides have the appropriate competencies to care for every resident in a way that maximizes each resident's well being.
Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
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.
Provide sufficient support personnel to safely and effectively carry out the functions of the food and nutrition service.
+ 62 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 |
|---|---|---|---|---|
| TRUIST BANK | 5% OR GREATER SECURITY INTEREST | Organization | N/A | Aug 1, 2024 |
| APT, FREDERICK | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 14, 2024 |
| DOWNING, MELISSA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Aug 1, 2024 |
| JERGENSEN, JOSHUA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 14, 2024 |
| MITCHELL, JOHN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 14, 2024 |
| MORAN, JULIE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Aug 1, 2024 |
| ROBINSON, JAMES | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Aug 1, 2024 |
| PROVIDENCE ADMINISTRATIVE CONSULTING SERVICES INC | ADP OF THE SNF | Organization | N/A | Aug 1, 2024 |
| SPOKANE 14820 EAST REALTY LLC | ADP OF THE SNF | Organization | N/A | Aug 1, 2024 |
| MORAN, JULIE | ADP OF THE SNF | Individual | N/A | Jan 22, 2026 |
| ROBINSON, JAMES | ADP OF THE SNF | Individual | N/A | Jan 22, 2026 |
Compare CMS ratings and recorded fines for Sullivan Park Care Center 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.
This chain operates 281 facilities. View all →