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.
Tupper Lake Center for Nursing and Rehabilitation is a 5-star Medicare and Medicaid certified nursing home in Tupper Lake, New York with 60 certified beds. It has been operating since 1967. Its overall CMS rating is 5 out of 5.
Have a registered nurse on duty 8 hours a day; and select a registered nurse to be the director of nurses on a full time basis.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Give residents notice of Medicaid/Medicare coverage and potential liability for services not covered.
Provide timely notification to the resident, and if applicable to the resident representative and ombudsman, before transfer or discharge, including appeal rights.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Provide enough nursing staff every day to meet the needs of every resident; and have a licensed nurse in charge on each shift.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
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.
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.
Create and put into place a plan for meeting the resident's most immediate needs within 48 hours of being admitted
Ensure a licensed pharmacist perform a monthly drug regimen review, including the medical chart, following irregularity reporting guidelines in developed policies and procedures.
Ensure menus must meet the nutritional needs of residents, be prepared in advance, be followed, be updated, be reviewed by dietician, and meet the needs of the resident.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Provide safe, appropriate dialysis care/services for a resident who requires such services.
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.
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.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
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 |
|---|---|---|---|---|
| GEWIRTZ, JONATHAN | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 33% | Feb 1, 2024 |
| KLEIN, YEHUDIS | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 5% | Jan 1, 2025 |
| PEARLSTEIN, BLIMIE | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 5% | Jan 1, 2025 |
| SALAMON, MENAJEM | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 48% | Jan 1, 2025 |
| SALAMON, MORDEJAI | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 10% | Jan 1, 2025 |
| SALAMON, MENAJEM | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jan 1, 2025 |
| SALAMON, MENAJEM | CORPORATE OFFICER | Individual | N/A | Feb 1, 2024 |
| CICHETTI, NEIL | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Feb 1, 2024 |
| DESTINVILLE, NICHOLAS | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 30, 2025 |
| SALAMON, MENAJEM | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2025 |
| BURG & WEINGARTEN, CPA, PC | ADP OF THE SNF | Organization | N/A | Feb 1, 2024 |
| ZELLA HEALTHCARE CONSULTING LLC | ADP OF THE SNF | Organization | N/A | Feb 1, 2024 |
| CICHETTI, NEIL | ADP OF THE SNF | Individual | N/A | Nov 21, 2025 |
| DESTINVILLE, NICHOLAS | ADP OF THE SNF | Individual | N/A | Nov 21, 2025 |
| SALAMON, MENAJEM | ADP OF THE SNF | Individual | N/A | Jan 1, 2025 |
| SALAMON, MORDEJAI | ADP OF THE SNF | Individual | N/A | Feb 26, 2025 |
Compare CMS ratings and recorded fines for Tupper Lake Center for Nursing and Rehabilitation 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.