• CMS rates this facility 5/5 stars (above average)
• Has 145 certified beds with an average of 62.4 residents per day (43% occupancy)
• Last health inspection found 2 deficiencies (inspected Jan 30, 2025)
• No fines on record
• Total nursing staff: 4.44 hours per resident per day
• Staff turnover rate: 29.3%
• Part of the Front Porch chain (9 facilities)
Webster House is a 5-star Medicare and Medicaid certified nursing home in Palo Alto, California with 145 certified beds. It has been operating since 1983. The facility scored above average compared to California facilities.
Ensure drugs and biologicals used in the facility are labeled in accordance with currently accepted professional principles; and all drugs and biologicals must be stored in locked compartments, separately locked, compartments for controlled drugs.
Provide and implement an infection prevention and control program.
Assess the resident when there is a significant change in condition
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.
Ensure that feeding tubes are not used unless there is a medical reason and the resident agrees; and provide appropriate care for a resident with a feeding tube.
Try different approaches before using a bed rail. If a bed rail is needed, the facility must (1) assess a resident for safety risk; (2) review these risks and benefits with the resident/representative; (3) get informed consent; and (4) Correctly install and maintain the bed rail.
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.
Ensure medication error rates are not 5 percent or greater.
Ensure that residents are free from significant medication errors.
Ensure drugs and biologicals used in the facility are labeled in accordance with currently accepted professional principles; and all drugs and biologicals must be stored in locked compartments, separately locked, compartments for controlled drugs.
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.
Electronically submit to CMS complete and accurate direct care staffing information, based on payroll and other verifiable and auditable data.
Provide and implement an infection prevention and control program.
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 drugs and biologicals used in the facility are labeled in accordance with currently accepted professional principles; and all drugs and biologicals must be stored in locked compartments, separately locked, compartments for controlled drugs.
Provide routine and 24-hour emergency dental care for each resident.
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.
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 |
|---|---|---|---|---|
| FRONT PORCH COMMUNITIES AND SERVICES | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 100% | Apr 1, 2022 |
| AKOPYAN, GEVORK | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 12, 2022 |
| CAIRNS, DAWN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Apr 1, 2021 |
| FREDERICK, MELISSA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Dec 30, 2017 |
| ICHIEN, CHRISTOPHER | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jun 4, 2018 |
| JORDAN, MARIA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Dec 19, 2024 |
| KELLY, SEAN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 6, 2023 |
| MCMULLIN, MARY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Apr 1, 2025 |
| OLSON, KARI | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Apr 1, 2021 |
| SALVADOR, EDUARDO | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Apr 1, 2021 |
| SELLECK, TIMOTHY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Feb 21, 2025 |
| DURANTEAU, NANCY | CORPORATE DIRECTOR | Individual | N/A | Apr 1, 2021 |
| FORTE, VINCENT | CORPORATE DIRECTOR | Individual | N/A | Apr 1, 2021 |
| HANDY, JOANNE | CORPORATE DIRECTOR | Individual | N/A | Apr 1, 2021 |
| HEISING, MARY | CORPORATE DIRECTOR | Individual | N/A | Apr 1, 2021 |
| JACOBS, LAURA | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2019 |
| KROEKER, KEVIN | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2018 |
| MCGOVERN, MARION | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2017 |
| PROCTOR, DEBORAH | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2017 |
| TONNU, DIEMLAN | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2018 |
| WESSON, OLIVER | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2017 |
| WHITTAKER, SUSAN | CORPORATE DIRECTOR | Individual | N/A | Jan 23, 2018 |
| KELLY, SEAN | CORPORATE OFFICER | Individual | N/A | Mar 6, 2023 |
| SALVADOR, EDUARDO | CORPORATE OFFICER | Individual | N/A | Oct 3, 2017 |
| VRANICH, RACHEL | CORPORATE OFFICER | Individual | N/A | Jun 17, 2022 |
This chain operates 9 facilities. View all →