CMS data snapshot: July 2026
Facility results compared with averages for CMS-certified nursing homes in Virginia. 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.
The Jefferson is a 2-star Medicare and Medicaid certified nursing home in Arlington, Virginia with 31 certified beds. It has been operating since 1992. Its overall CMS rating is 2 out of 5.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Ensure that each resident is free from the use of physical restraints, unless needed for medical treatment.
Ensure each resident receives and the facility provides food that accommodates resident allergies, intolerances, and preferences, as well as appealing options.
Ensure that residents are fully informed and understand their health status, care and treatments.
Provide basic life support, including CPR, prior to the arrival of emergency medical personnel , subject to physician orders and the resident’s advance directives.
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.
Conduct and document a facility-wide assessment to determine what resources are necessary to care for residents competently during both day-to-day operations (including nights and weekends) and emergencies.
Have a plan that describes the process for conducting QAPI and QAA activities.
Have the Quality Assessment and Assurance group have the required members and meet at least quarterly
Develop and implement policies and procedures to prevent abuse, neglect, and theft.
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 for the safe, appropriate administration of IV fluids for a resident when needed.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Ensure the facility is licensed under applicable State and local law and operates and provides services in compliance with all applicable Federal, State, and local laws, regulations, and codes, and with accepted professional standards.
Conduct mandatory training, for all staff, on the facility’s Quality Assurance and Performance Improvement Program.
Ensure nurse aides have the skills they need to care for residents, and give nurse aides education in dementia care and abuse prevention.
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.
Create and put into place a plan for meeting the resident's most immediate needs within 48 hours of being admitted
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.
Ensure residents do not lose the ability to perform activities of daily living unless there is a medical reason.
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.
Ensure that the resident and his/her doctor meet face-to-face at all required visits.
+ 33 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 |
|---|---|---|---|---|
| WELLTOWER TRS HOLDCO LLC | DIRECT OWNERSHIP INTEREST | Organization | N/A | Aug 27, 2018 |
| WELLTOWER INC | INDIRECT OWNERSHIP INTEREST | Organization | N/A | Aug 27, 2018 |
| SUNRISE SENIOR LIVING MANAGEMENT INC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Aug 27, 2018 |
| ANBESSIE, TEDLA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Sep 1, 2024 |
| CAMPBELL, KALEB | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 16, 2025 |
| COELHO, ANDREW | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 16, 2025 |
| FALCO, DENISE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 16, 2025 |
| FRANTZ, EDWARD | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 16, 2025 |
| KESSLER, THOMAS | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 16, 2025 |
| MARCINIK, JOHN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 16, 2025 |
| O'RIORDAN, DAMIEN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 16, 2025 |
| PAINTER, DAVID | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 16, 2025 |
| ROYAL, PATRICIA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 16, 2025 |
| SEKEL, WENDY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 16, 2025 |
| THOMPSON, LISA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 16, 2025 |
| WELLS, ANJA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 16, 2025 |
| SUNRISE SENIOR LIVING MANAGEMENT INC | ADP OF THE SNF | Organization | N/A | Mar 20, 2025 |
| WELLTOWER INC | ADP OF THE SNF | Organization | N/A | Aug 27, 2018 |
| WELLTOWER TRS HOLDCO LLC | ADP OF THE SNF | Organization | N/A | Aug 27, 2018 |
| ANBESSIE, TEDLA | ADP OF THE SNF | Individual | N/A | Sep 1, 2024 |
| CAMPBELL, KALEB | ADP OF THE SNF | Individual | N/A | Jan 16, 2025 |
| COELHO, ANDREW | ADP OF THE SNF | Individual | N/A | Jan 16, 2025 |
| FALCO, DENISE | ADP OF THE SNF | Individual | N/A | Jan 16, 2025 |
| FRANTZ, EDWARD | ADP OF THE SNF | Individual | N/A | Jan 16, 2025 |
| HARRIS, TONY | ADP OF THE SNF | Individual | N/A | Jan 16, 2025 |
| KESSLER, THOMAS | ADP OF THE SNF | Individual | N/A | Jan 16, 2025 |
| MARCINIK, JOHN | ADP OF THE SNF | Individual | N/A | Jan 16, 2025 |
| O'RIORDAN, DAMIEN | ADP OF THE SNF | Individual | N/A | Jan 16, 2025 |
| PAINTER, DAVID | ADP OF THE SNF | Individual | N/A | Jan 16, 2025 |
| ROYAL, PATRICIA | ADP OF THE SNF | Individual | N/A | Jan 16, 2025 |
| SEKEL, WENDY | ADP OF THE SNF | Individual | N/A | Jan 16, 2025 |
| THOMPSON, LISA | ADP OF THE SNF | Individual | N/A | Jan 16, 2025 |
| WELLS, ANJA | ADP OF THE SNF | Individual | N/A | Jan 16, 2025 |
Compare CMS ratings and recorded fines for The Jefferson 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 5 facilities. View all →