CMS data snapshot: July 2026
Facility results compared with averages for CMS-certified nursing homes in Ohio. 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.
Chapel Hill Community is a 4-star Medicare and Medicaid certified nursing home in Canal Fulton, Ohio with 80 certified beds. It has been operating since 1980. Its overall CMS rating is 4 out of 5.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
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.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Provide enough nursing staff every day to meet the needs of every resident; and have a licensed nurse in charge on each shift.
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.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
Provide care and assistance to perform activities of daily living for any resident who is unable.
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 each resident receives and the facility provides food that accommodates resident allergies, intolerances, and preferences, as well as appealing options.
Protect each resident from the wrongful use of the resident's belongings or money.
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.
Honor the resident's right to and the facility must promote and facilitate resident self-determination through support of resident choice.
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.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
Give residents notice of Medicaid/Medicare coverage and potential liability for services not covered.
Develop and implement policies and procedures to prevent abuse, neglect, and theft.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
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 or get specialized rehabilitative services as required for a resident.
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 |
|---|---|---|---|---|
| UNITED CHURCH HOMES, INC. | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 100% | Apr 1, 2000 |
| BAILEY, PETER | CORPORATE DIRECTOR | Individual | N/A | Jun 1, 2024 |
| BATES, TREVOR | CORPORATE DIRECTOR | Individual | N/A | Feb 1, 2017 |
| BENJAMIN, PAMELA | CORPORATE DIRECTOR | Individual | N/A | Jun 1, 2021 |
| BLACK, GEOFFREY | CORPORATE DIRECTOR | Individual | N/A | Jun 1, 2016 |
| D'AGOSTINO, JOANNA | CORPORATE DIRECTOR | Individual | N/A | Jun 1, 2024 |
| GRAHAM, GEORGE | CORPORATE DIRECTOR | Individual | N/A | Jun 1, 2025 |
| HAWES-SAUNDERS, RO NITA | CORPORATE DIRECTOR | Individual | N/A | Feb 1, 2024 |
| HENRY, JAMES | CORPORATE DIRECTOR | Individual | N/A | Dec 31, 2014 |
| JAMES, JILL | CORPORATE DIRECTOR | Individual | N/A | Jun 1, 2025 |
| LONG-HIGGINS, DAVID | CORPORATE DIRECTOR | Individual | N/A | Nov 1, 2018 |
| SANDMAN, ROBERT | CORPORATE DIRECTOR | Individual | N/A | Jun 1, 2025 |
| ULRICH, KARL | CORPORATE DIRECTOR | Individual | N/A | Jun 1, 2024 |
| WILLIAMS, STEPHANIE | CORPORATE DIRECTOR | Individual | N/A | Jun 1, 2024 |
| WINFREY, LAPEARL | CORPORATE DIRECTOR | Individual | N/A | Jun 1, 2020 |
| NADERHOFF, JUDITH | CORPORATE OFFICER | Individual | N/A | Jan 1, 2026 |
| YOUNG, KENNETH | CORPORATE OFFICER | Individual | N/A | Feb 7, 2025 |
| UNITED CHURCH HOMES, INC. | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Apr 1, 2000 |
| BILLS, ASHLEY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Aug 26, 2022 |
| BOLLINGER, NATHAN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 31, 2023 |
| BRUBAKER, TAMRA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Aug 19, 2022 |
| CANNONE, DANIEL | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Dec 6, 2012 |
| DURBIN, DEBRA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Aug 8, 2022 |
| EUSANIO, VINCENT | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 31, 2025 |
| FARRELL, LAURA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 26, 1996 |
| HURWITZ, GLORIA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 7, 2013 |
| KELLEY, MEGAN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Aug 1, 2023 |
| KLENZMAN, WILLIAM | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 15, 2022 |
| LONG-HIGGINS, ELIZABETH | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Apr 2, 2022 |
| MAGHES, MICHELLE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 24, 2025 |
| MILLER, DANIEL | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Dec 4, 2017 |
| NADERHOFF, JUDITH | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2026 |
| SLUTZ, SCOTT | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Feb 1, 2016 |
| SPITZNAGEL, TERESA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 15, 2022 |
| TILLMAN, MICHELLE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Aug 21, 2020 |
| YOUNG, KENNETH | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Feb 7, 2025 |
| UNITED CHURCH HOMES, INC. | ADP OF THE SNF | Organization | N/A | Apr 1, 2000 |
| CANNONE, DANIEL | ADP OF THE SNF | Individual | N/A | Dec 6, 2012 |
Compare CMS ratings and recorded fines for Chapel Hill Community 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 9 facilities. View all →