CMS data snapshot: July 2026
Facility results compared with averages for CMS-certified nursing homes in Michigan. 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.
Clark Retirement Community is a 2-star Medicare and Medicaid certified nursing home in Grand Rapids, Michigan with 39 certified beds. It has been operating since 1979. 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.
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.
Designate a qualified infection preventionist to be responsible for the infection prevent and control program in the nursing home.
Make sure that the nursing home area is safe, easy to use, clean and comfortable for residents, staff and the public.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
Honor the resident's right to and the facility must promote and facilitate resident self-determination through support of resident choice.
Develop and implement policies and procedures for flu and pneumonia vaccinations.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Provide appropriate care for residents who are continent or incontinent of bowel/bladder, appropriate catheter care, and appropriate care to prevent urinary tract infections.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Give their staff education on dementia care, and what abuse, neglect, and exploitation are; and how to report abuse, neglect, and exploitation.
Include as part of its infection prevention and control program, mandatory training that includes written standards, policies, and procedures for the program.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
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.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
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.
Develop and implement policies and procedures for flu and pneumonia vaccinations.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Allow residents to self-administer drugs if determined clinically appropriate.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
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 |
|---|---|---|---|---|
| BHI RETIREMENT COMMUNITIES INC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | 100% | Feb 1, 2022 |
| BLOOMSTROM, JOHN | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2025 |
| CALDWELL, JEFREY | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2025 |
| DALTON, DOUGLASS | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2025 |
| ELLIS, BRIAN | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2025 |
| HOPPE, GEORGE | CORPORATE DIRECTOR | Individual | N/A | Oct 15, 2020 |
| JONES, L. DEAN | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2025 |
| KELLY, BETH | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2025 |
| KOSELKE, ELIZABETH | CORPORATE DIRECTOR | Individual | N/A | Jul 1, 2022 |
| KYLLONEN, KELLY | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2025 |
| MAURER, MCKENSEY | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2025 |
| MEREDITH, WENDY | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2025 |
| MILLER, MARK | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2021 |
| MILLER, ROGER | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2025 |
| MURPHY, KARA | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2025 |
| ORBAN, GLENN | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2025 |
| RICHARDSON, JANE | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2025 |
| ROBBINS, FRED | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2025 |
| SEIGEL, JANE | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2025 |
| TERP, JEFFREY | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2025 |
| DATTILO, JOHN | CORPORATE OFFICER | Individual | N/A | Feb 1, 2022 |
| SMITH, PERCELL | CORPORATE OFFICER | Individual | N/A | Jan 1, 2025 |
| WEIDEMAN II, ROGER | CORPORATE OFFICER | Individual | N/A | Feb 1, 2022 |
| BANK OF NY MELLON | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Jan 1, 2025 |
| BHI RETIREMENT COMMUNITIES INC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Jan 1, 2025 |
| FIFTH THIRD BANK | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Jan 1, 2025 |
| FORVIS MAZARS, LLP | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Jun 1, 2023 |
| HEALTHCARE THERAPY SERVICES INC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Jan 1, 2025 |
| BLOOMSTROM, JOHN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2025 |
| CALDWELL, JEFREY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2025 |
| DALTON, DOUGLASS | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 1, 2022 |
| DATTILO, JOHN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Feb 1, 2022 |
| ELLIS, BRIAN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2025 |
| HOPPE, GEORGE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 15, 2020 |
| JONES, L. DEAN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2025 |
| KAURA, SITA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2025 |
| KELLY, BETH | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2025 |
| KOSELKE, ELIZABETH | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 1, 2022 |
| KYLLONEN, KELLY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2025 |
| MAURER, MCKENSEY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2025 |
| MEREDITH, WENDY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2025 |
| MILLER, MARK | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2021 |
| MILLER, ROGER | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2025 |
| MURPHY, KARA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2025 |
| ORBAN, GLENN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2025 |
| RICHARDSON, JANE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2025 |
| ROBBINS, FRED | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 1, 2022 |
| RUFFING, MICHELLE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2025 |
| SEIGEL, JANE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2025 |
| SMITH, PERCELL | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2025 |
| TERP, JEFFREY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2025 |
| WEIDEMAN II, ROGER | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2025 |
| BANK OF NY MELLON | ADP OF THE SNF | Organization | N/A | Jan 1, 2025 |
| BHI RETIREMENT COMMUNITIES INC | ADP OF THE SNF | Organization | N/A | Jan 1, 2025 |
| FIFTH THIRD BANK | ADP OF THE SNF | Organization | N/A | Jan 1, 2025 |
| FORVIS MAZARS, LLP | ADP OF THE SNF | Organization | N/A | Jun 1, 2023 |
| HEALTHCARE THERAPY SERVICES INC | ADP OF THE SNF | Organization | N/A | Jan 1, 2025 |
| PLANTE & MORAN PLLC | ADP OF THE SNF | Organization | N/A | Jan 1, 2025 |
| DATTILO, JOHN | ADP OF THE SNF | Individual | N/A | Feb 1, 2022 |
| KAURA, SITA | ADP OF THE SNF | Individual | N/A | Jan 1, 2025 |
| KYLLONEN, KELLY | ADP OF THE SNF | Individual | N/A | Jan 1, 2025 |
| MAURER, MCKENSEY | ADP OF THE SNF | Individual | N/A | Jan 1, 2025 |
| MURPHY, KARA | ADP OF THE SNF | Individual | N/A | Jan 1, 2025 |
| ORBAN, GLENN | ADP OF THE SNF | Individual | N/A | Jan 1, 2025 |
| RUFFING, MICHELLE | ADP OF THE SNF | Individual | N/A | Jan 1, 2025 |
| SMITH, PERCELL | ADP OF THE SNF | Individual | N/A | Jan 1, 2025 |
| WEIDEMAN II, ROGER | ADP OF THE SNF | Individual | N/A | Jan 1, 2025 |
Compare CMS ratings and recorded fines for Clark Retirement 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 →