CMS data snapshot: July 2026
Facility results compared with averages for CMS-certified nursing homes in Connecticut. 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.
Cherry Brook Health Care Center is a 2-star Medicare and Medicaid certified nursing home in Canton, Connecticut with 100 certified beds. It has been operating since 1994. Its overall CMS rating is 2 out of 5.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Ensure services provided by the nursing facility meet professional standards of quality.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
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.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Have the Quality Assessment and Assurance group have the required members and meet at least quarterly
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
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 appropriate care for residents who are continent or incontinent of bowel/bladder, appropriate catheter care, and appropriate care to prevent urinary tract infections.
Provide care or services that was trauma informed and/or culturally competent.
Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
Honor the resident's right to organize and participate in resident/family groups in the facility.
Notify the resident or the resident’s representative in writing how long the nursing home will hold the resident’s bed in cases of transfer to a hospital or therapeutic leave.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Provide care and assistance to perform activities of daily living for any resident who is unable.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
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 |
|---|---|---|---|---|
| BOJANOWSKI, KRISTIN | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2015 |
| COHEN, JASON | CORPORATE DIRECTOR | Individual | N/A | Sep 19, 2023 |
| GIRARD, CHRISTOPHER | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2015 |
| GROSS, GARY | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2015 |
| HINCKS, DANIEL | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2015 |
| JENNINGS, MICHAEL | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2015 |
| LONGLEY, LAUREN | CORPORATE DIRECTOR | Individual | N/A | Jan 14, 2025 |
| MCDOUGAL, MARISSA | CORPORATE DIRECTOR | Individual | N/A | Jun 30, 2021 |
| MYERS, CARMEN | CORPORATE DIRECTOR | Individual | N/A | Jun 30, 2021 |
| NEVERS, ROBERT | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2015 |
| SCHAEFER-REID, ANNA | CORPORATE DIRECTOR | Individual | N/A | Mar 8, 2022 |
| WALKER, JOSEPH | CORPORATE DIRECTOR | Individual | N/A | Jan 10, 2023 |
| FITZGERALD, CAROL | CORPORATE OFFICER | Individual | N/A | Apr 27, 2015 |
| CAMPUTARO, BETHANY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Sep 13, 2024 |
| MILLER, GARY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jun 5, 1997 |
| CAMPUTARO, BETHANY | ADP OF THE SNF | Individual | N/A | Sep 13, 2024 |
| MILLER, GARY | ADP OF THE SNF | Individual | N/A | Jan 27, 2025 |
Compare CMS ratings and recorded fines for Cherry Brook Health Care Center 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.