Home / Massachusetts / Wellesley
Elizabeth Seton
125 Oakland Street, Wellesley, MA 02481 · Norfolk County · (781) 997-1130
84 certified beds, about 88 residents a day · Non profit - Corporation · Medicare and Medicaid since 1981
Certified for Medicaid Certified for Medicare
Overall
5 of 5
Health inspections
5 of 5
Staffing
4 of 5
Quality measures
2 of 5
CMS Care Compare ratings, data as of September 1, 2026 · CCN 225266 · See it on Medicare.gov · Compare with other homes
The record in brief
At its most recent standard inspection, on August 27, 2025, inspectors cited 0 health deficiencies (the Massachusetts average is 6.8, the national average 9.2).
None of its 7 health citations since August 2023 was rated as actual harm or immediate jeopardy.
CMS lists no fines against this home in the last three years.
Nurses and nurse aides worked 3.97 hours per resident per day, against 3.86 across Massachusetts and 3.86 nationally. Registered nurses accounted for 0.58 of those hours.
23.1% of nursing staff left within the year CMS measured (Massachusetts average 38.2%).
Health inspections
Federal rules call for a standard inspection at least every 15 months, plus a visit whenever a complaint is filed. Each mark below is one citation, colored by how serious inspectors rated it. How to read a citation.
Under each citation, the quoted text is the inspector's own summary from the federal statement of deficiencies (CMS form 2567), word for word apart from a privacy scrub; CMS removes residents' and staff names before it publishes the text. The full notes are on Medicare.gov.
408/23
309/24
008/25
Potential for minimal harm Potential for more than minimal harm Actual harm Immediate jeopardy Found on a complaint visit
Where its citations fall on CMS's grid
CMS rates every citation by how much harm it caused (rows) and how many residents it touched (columns). The count in each box is this home's, across all 7 health citations on file.
Severity
Isolated
Pattern
Widespread
Immediate jeopardy
0J
0K
0L
Actual harm
0G
0H
0I
Potential for more than minimal harm
5D
1E
0F
Potential for minimal harm
0A
1B
0C
August 27, 2025Standard inspection · 0 citations
September 4, 2024Standard inspection · 3 citations
- D Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Inspectors wroteBased on observations, interviews, and record review, the facility failed to ensure staff developed and implemented a comprehensive person-centered care plan for two Residents (#63 and #34), out of a total sample of 18 residents. Specifically: 1.) For Resident #63, the facility failed to ensure nursing implemented a care plan intervention for bilateral floor mats for fall prevention. 2.) For Resident #34, the facility failed to ensure nursing developed and implemented a care plan intervention for bilateral floor mats for fall prevention.
- D Provide safe and appropriate respiratory care for a resident when needed.
Inspectors wroteBased on observations, interviews, and record review, the facility failed to provide respiratory care services in accordance with professional standards of care and the plan of care for one Resident (#31) out of a total sample of 18 residents. Specifically, the facility failed to ensure nursing implemented a physician's order to change Resident #31's oxygen tubing.
- B Ensure each resident receives an accurate assessment.
Inspectors wroteBased on observation, interview and record review, the facility failed to accurately code the Minimum Data Set (MDS) for two Residents (#63 and #80) out of 18 total sampled residents. Specifically: 1.) For Resident #63, the presence external urinary catheter (a hollow, partially flexible tube that externally collects urine from the bladder and leads to a drainage bag) and ostomy (a surgically created opening from an area inside the body to the outside of the body) was inaccurately coded in the MDS. 2.) For Resident #80, the facility inaccurately coded the MDS to indicate the Resident had come off of skilled services.
August 31, 2023Standard inspection · 4 citations
- E Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Inspectors wroteBased on observation, record review and interview the facility failed to implement a comprehensive care plan for 4 Residents (#1, #17, #18, and #21) from a total sample of 23 residents. Finding Included: Review of the facility policy titled, Care Plans-Comprehensive, undated, indicated the following: Policy Interpretation and Implementation *2. Residents will have a person-centered comprehensive care plan developed and implemented to meet his other preferences and goals, and address the resident's medical, physical, mental and psychosocial needs. *10. Assessments of residents are ongoing and care plans are revised as information about the resident and resident's condition change. 1. For Resident #21 the facility failed to implement the medical plan of care for Resident #21's daily use of hearing aids for communication in accordance with the physician's orders. [...]
- D Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Inspectors wroteBased on record review and interview, the facility failed to revise the physician's orders for one Resident (#43) out of a sample of 23 residents. Specifically, the facility failed to update the physician's orders after Resident #43 was determined to not be at risk for elopement.
- D 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.
Inspectors wroteBased on observation, interview, and policy review, the facility failed to ensure medications 1. were stored properly and labeled 2. medications were refrigerated per manufacturer's directions, 3. once opened were dated as required and 4. topical and treatment items were not stored with oral medications.
- D Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
Inspectors wroteBased on observations, record review and interviews, the facility failed to maintain accurate medical records for one Resident (#43) out of a sample of 23 residents. Specifically, the facility documented that Resident #43's wander guard alarm was administered, when it wasn't.
Fines and payment denials
CMS lists no fines or payment denials against this home in the last three years. The national average is 0.9 fines per home.
Staffing
Hours of care per resident per day, from the payroll records every home sends CMS. Higher means more staff time with each resident.
| Measure | This home | Massachusetts | United States |
|---|---|---|---|
| All nursing staff (RN, LPN and aides) | 3.97 | 3.86 | 3.86 |
| Registered nurses | 0.58 | 0.65 | 0.69 |
| All nursing staff on weekends | 3.73 | 3.48 | 3.42 |
| Nurse aides | 2.37 | ||
| Licensed practical nurses | 1.02 | ||
| Nursing staff turnover (share who left in a year) | 23.1% | 38.2% | 45.8% |
| Registered nurse turnover | 23.1% | 42.6% | 42.9% |
| Administrators who left | 0 |
CMS expects 3.89 hours a day for residents as sick as this home's (its case-mix figure). The staffing star compares the two.
Staffing by quarter, from daily payroll records
Every nursing home sends CMS its staff hours for each day (the Payroll Based Journal). Here they are added up by quarter. The latest quarter is the one behind the figures above. In January to March 2026, nursing staff hours per resident were 4.08 on weekdays and 3.73 on weekends, 9% lower on weekends (nationally, weekends ran 15% lower). Contract or agency staff worked 0.5% of nursing hours, against 5.3% nationally. Total nursing hours per resident went from 4.13 in April to June 2025 to 3.97 in January to March 2026.
| Quarter | All nursing staff | Registered nurses | Weekdays | Weekends | Contract staff share | Days with no RN hours | Residents a day |
|---|---|---|---|---|---|---|---|
| Jan to Mar 2026 | 3.97 | 0.58 | 4.08 | 3.73 | 0.5% | 0 of 90 | 88 |
| Oct to Dec 2025 | 3.96 | 0.61 | 4.11 | 3.60 | 2.4% | 0 of 92 | 88 |
| Jul to Sep 2025 | 4.07 | 0.53 | 4.20 | 3.75 | 1.7% | 0 of 92 | 87 |
| Apr to Jun 2025 | 4.13 | 0.53 | 4.27 | 3.78 | 2.2% | 0 of 91 | 87 |
| United States, Jan to Mar 2026 | 3.75 | 0.62 | 3.92 | 3.33 | 5.3% | 0.5% of days | |
| Massachusetts, Jan to Mar 2026 | 3.79 | 0.61 | 3.94 | 3.41 | 5.0% | 0.4% of days |
Hours per resident per day: staff hours in the quarter divided by resident days (the daily census CMS derives from resident assessments). Registered nurses include the director of nursing and RNs with administrative duties; aides include nurse aides in training and medication aides, as in CMS's own staffing measure. How these are calculated.
Quality measures
The measures CMS uses for the quality star. Lower is better for every one of them.
| Measure | This home | Massachusetts | US |
|---|---|---|---|
| Percentage of long-stay residents whose need for help with daily activities has increased Long Stay residents, 2025Q2-2026Q1 | 26.3 | 16.4 | 13.9 |
| Percentage of long-stay residents with a catheter inserted and left in their bladder Long Stay residents, 2025Q2-2026Q1 | 1.3 | 0.8 | 0.8 |
| Percentage of long-stay residents with a urinary tract infection Long Stay residents, 2025Q2-2026Q1 | 5.8 | 1.8 | 1.6 |
| Percentage of long-stay residents experiencing one or more falls with major injury Long Stay residents, 2025Q2-2026Q1 | 5.7 | 3.5 | 3.2 |
| Percentage of short-stay residents who newly received an antipsychotic medication Short Stay residents, 2025Q2-2026Q1 | 0.3 | 1.4 | 1.6 |
| Percentage of long-stay residents whose ability to walk independently worsened Long Stay residents, 2025Q2-2026Q1 | 35.5 | 15.4 | 14.1 |
| Percentage of long-stay residents with pressure ulcers Long Stay residents, 2025Q2-2026Q1 | 4.2 | 4.2 | 4.6 |
| Percentage of long-stay residents who received an antipsychotic medication Long Stay residents, 2025Q2-2026Q1 | 13.7 | 21.4 | 15.4 |
| Percentage of short-stay residents who were rehospitalized after a nursing home admission Short Stay residents, 20250101-20251231 | 28.7 | 25.7 | 23.8 |
| Percentage of short-stay residents who had an outpatient emergency department visit Short Stay residents, 20250101-20251231 | 16.9 | 11.9 | 12.0 |
| Number of hospitalizations per 1000 long-stay resident days Long Stay residents, 20250101-20251231 | 1.0 | 1.9 | 1.9 |
| Number of outpatient emergency department visits per 1000 long-stay resident days Long Stay residents, 20250101-20251231 | 0.9 | 1.5 | 1.8 |
Owners and operators
Legal business name: ELIZABETH SETON RESIDENCE INC.
| Name | Role | Type | Share | Since |
|---|---|---|---|---|
| Cronin, Lauren | Corporate director | Individual | 01/01/2020 | |
| Gilmore, Jane | Corporate director | Individual | 01/01/2022 | |
| Grover, Carolyn | Corporate director | Individual | 01/01/2020 | |
| Johnson, Eric | Corporate director | Individual | 01/01/2022 | |
| Jones, Catherine | Corporate director | Individual | 01/01/2023 | |
| Kerins, Mary | Corporate director | Individual | 01/01/2021 | |
| Munchak, Anthony | Corporate director | Individual | 01/01/2021 | |
| Nilles, Kathleen | Corporate director | Individual | 01/01/2018 | |
| Park, Judith | Corporate director | Individual | 01/01/2017 | |
| Peyton, Julia | Corporate director | Individual | 01/01/2022 | |
| Sintros, Christopher | Corporate director | Individual | 01/01/2019 | |
| Stare, Cathy | Corporate director | Individual | 01/01/2021 | |
| Ferrante, Lori | Corporate officer | Individual | 08/15/2013 | |
| Kerins, Mary | Corporate officer | Individual | 01/01/2021 | |
| O'Keefe, Joan | Corporate officer | Individual | 09/27/2014 | |
| Chelsea Jewish Lifecare Inc | Operational/managerial control | Organization | 11/13/2020 | |
| Akut, Marissa | Operational/managerial control | Individual | 04/26/2021 | |
| Anfang, Stuart | Operational/managerial control | Individual | 11/13/2020 | |
| Berman, Adam | Operational/managerial control | Individual | 11/13/2020 | |
| Berman, Barry | Operational/managerial control | Individual | 11/13/2020 | |
| Bolberova, Olga | Operational/managerial control | Individual | 07/29/2024 | |
| Brudnick, Jeffrey | Operational/managerial control | Individual | 11/13/2020 | |
| Callahan, Megan | Operational/managerial control | Individual | 01/01/2018 | |
| Chen, Jianwu | Operational/managerial control | Individual | 02/02/2022 | |
| Cronin, Lauren | Operational/managerial control | Individual | 01/01/2020 | |
| Dimonda, Rosalba | Operational/managerial control | Individual | 06/28/2017 | |
| Faublas, Pascale | Operational/managerial control | Individual | 04/04/2023 | |
| Ferrante, Lori | Operational/managerial control | Individual | 08/15/2013 | |
| Fiebelkorn, Douglas | Operational/managerial control | Individual | 11/13/2020 | |
| Forman, Sharon | Operational/managerial control | Individual | 11/13/2020 | |
| Gilmore, Jane | Operational/managerial control | Individual | 01/01/2022 | |
| Goldsmith, Susan | Operational/managerial control | Individual | 11/13/2020 | |
| Greenspan, Howard | Operational/managerial control | Individual | 11/13/2020 | |
| Grover, Carolyn | Operational/managerial control | Individual | 01/02/2020 | |
| Johnson, Eric | Operational/managerial control | Individual | 01/01/2022 | |
| Jones, Catherine | Operational/managerial control | Individual | 01/01/2023 | |
| Kamara, Hawa | Operational/managerial control | Individual | 06/04/2024 | |
| Kerins, Mary | Operational/managerial control | Individual | 01/01/2021 | |
| Mullen, Elizabeth | Operational/managerial control | Individual | 11/13/2020 | |
| Munchak, Anthony | Operational/managerial control | Individual | 01/01/2021 | |
| Nilles, Kathleen | Operational/managerial control | Individual | 01/01/2018 | |
| O'Keefe, Joan | Operational/managerial control | Individual | 09/27/2014 | |
| Park, Judith | Operational/managerial control | Individual | 01/01/2017 | |
| Paul, Marie | Operational/managerial control | Individual | 03/14/2014 | |
| Peyton, Julia | Operational/managerial control | Individual | 01/01/2022 | |
| Richman, Gilda | Operational/managerial control | Individual | 01/01/2002 | |
| Santerre, Jennifer | Operational/managerial control | Individual | 11/13/2020 | |
| Selig, Patricia | Operational/managerial control | Individual | 12/14/2021 | |
| Sintros, Christopher | Operational/managerial control | Individual | 01/01/2019 | |
| Stare, Cathy | Operational/managerial control | Individual | 01/01/2021 | |
| Weiss, Judy | Operational/managerial control | Individual | 11/13/2020 | |
| Chelsea Jewish Lifecare Inc | Adp of the SNF | Organization | 07/15/2025 | |
| Akut, Marissa | Adp of the SNF | Individual | 04/26/2021 | |
| Berman, Adam | Adp of the SNF | Individual | 11/13/2020 | |
| Berman, Barry | Adp of the SNF | Individual | 11/13/2020 | |
| Bolberova, Olga | Adp of the SNF | Individual | 07/29/2024 | |
| Callahan, Megan | Adp of the SNF | Individual | 01/01/2018 | |
| Chen, Jianwu | Adp of the SNF | Individual | 02/02/2022 | |
| Dimonda, Rosalba | Adp of the SNF | Individual | 06/28/2017 | |
| Faublas, Pascale | Adp of the SNF | Individual | 04/04/2023 | |
| Ferrante, Lori | Adp of the SNF | Individual | 08/15/2013 | |
| Kamara, Hawa | Adp of the SNF | Individual | 06/04/2024 | |
| Mullen, Elizabeth | Adp of the SNF | Individual | 11/13/2020 | |
| Paul, Marie | Adp of the SNF | Individual | 03/04/2014 | |
| Richman, Gilda | Adp of the SNF | Individual | 01/01/2002 | |
| Santerre, Jennifer | Adp of the SNF | Individual | 11/13/2020 | |
| Selig, Patricia | Adp of the SNF | Individual | 12/14/2021 |
As listed in the CMS ownership file, which names owners with a 5% or greater stake and the people and companies with operational or managerial control.
Questions to ask on a visit
Chosen from this home's own inspection record.
- When is the care plan meeting, and can family attend it?Inspectors cited 5 problems in this area, most recently on September 4, 2024: "Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured."
- How do you prevent falls and pressure injuries, and how are families told when one happens?Inspectors cited 1 problem in this area, most recently on September 4, 2024: "Provide safe and appropriate respiratory care for a resident when needed."
- How are medications reviewed, and how often are antipsychotic or sedating drugs used?Inspectors cited 1 problem in this area, most recently on August 31, 2023: "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."
Other nursing homes nearby
- Skilled Nursing Facility at North Hill (the) Needham, 1.4 mi · 2 of 5 stars · 11 citations
- Care One at Newton Newton, 1.6 mi · 2 of 5 stars · 47 citations
- Adviniacare Newton Wellesley Wellesley, 1.8 mi · 4 of 5 stars · 43 citations
- Stone Rehabilitation and Senior Living Newton Upper Falls, 2.2 mi · 3 of 5 stars · 23 citations
- Lasell House Newton, 2.2 mi · 5 of 5 stars · 2 citations
- Briarwood Rehabilitation & Healthcare Center Needham, 2.7 mi · 4 of 5 stars · 10 citations
- Riverbend of South Natick S Natick, 3.5 mi · 5 of 5 stars · 19 citations
- West Newton Healthcare West Newton, 3.5 mi · 1 of 5 stars · 85 citations
Common questions
- What is Elizabeth Seton's Medicare star rating?
- CMS rates Elizabeth Seton 5 out of 5 stars overall, with 5 for health inspections, 4 for staffing and 2 for quality measures (CMS data as of September 1, 2026).
- How many deficiencies did Elizabeth Seton get at its last inspection?
- 0 health deficiencies at the standard inspection on August 27, 2025. The Massachusetts average is 6.8.
- Has Elizabeth Seton been fined?
- CMS lists no fines in the last three years.
- Does Elizabeth Seton accept Medicaid?
- It is certified to take Medicaid (CMS lists it as "Medicare and Medicaid"). Certification does not mean a Medicaid bed is open: ask the admissions office.
- Who owns Elizabeth Seton?
- CMS lists 67 owners and managers. Legal business name: ELIZABETH SETON RESIDENCE INC.
Sources
- Ratings, staffing and fines: CMS Provider Information, released September 30, 2026, data as of September 1, 2026.
- Citations: CMS Health Deficiencies and Fire Safety Deficiencies.
- Owners: CMS Ownership. Penalties: CMS Penalties.
- Staffing by quarter: CMS Payroll Based Journal Daily Nurse Staffing, April 2025 to March 2026, summed by NursingHomeClear.
- Inspector summaries: CMS Full Statement of Deficiencies (CMS-2567 text), data as of September 1, 2026. Each quote is the part of the statement before the detailed findings.
- Inspection reports with the inspectors' full notes are on this home's Medicare.gov page.
- Something wrong on this page? Ask for a correction. We fix errors in our copy of the data; findings themselves can only be changed by CMS and the state.
- NursingHomeClear is independent and not affiliated with CMS, Medicare or any state agency. This page reports federal records; it does not rate, recommend or endorse any home, and it is not medical or legal advice.