CMS data snapshot: July 2026
Facility results compared with averages for CMS-certified nursing homes in New York. 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.
Clinton County Nursing Home is a 2-star Medicare and Medicaid certified nursing home in Plattsburgh, New York with 80 certified beds. It has been operating since 1977. Its overall CMS rating is 2 out of 5.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
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.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Ensure a licensed pharmacist perform a monthly drug regimen review, including the medical chart, following irregularity reporting guidelines in developed policies and procedures.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
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.
Set up an ongoing quality assessment and assurance group to review quality deficiencies and develop corrective plans of action.
Give residents notice of Medicaid/Medicare coverage and potential liability for services not covered.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
Give their staff education on dementia care, and what abuse, neglect, and exploitation are; and how to report abuse, neglect, and exploitation.
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.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
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.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Have a policy regarding use and storage of foods brought to residents by family and other visitors.
Provide timely notification to the resident, and if applicable to the resident representative and ombudsman, before transfer or discharge, including appeal rights.
Create and put into place a plan for meeting the resident's most immediate needs within 48 hours of being admitted
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
Provide appropriate care for a resident to maintain and/or improve range of motion (ROM), limited ROM and/or mobility, unless a decline is for a medical reason.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Ensure a licensed pharmacist perform a monthly drug regimen review, including the medical chart, following irregularity reporting guidelines in developed policies and procedures.
+ 5 more deficiencies
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 |
|---|---|---|---|---|
| CLINTON COUNTY | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 100% | Jan 1, 1978 |
| BEZIO, DAVID | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jan 1, 2022 |
| CASTINE, CALVIN | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jan 1, 2024 |
| HALL, ROBERT | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jan 1, 2022 |
| HENRY, MARK | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jan 1, 2024 |
| KRETSER, JOSHUA | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jan 1, 2024 |
| LAMOY, PAUL | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jan 1, 2025 |
| PERYEA, FRANCIS | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jan 1, 2022 |
| RANDALL, KEVIN | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jan 1, 2024 |
| TIMMONS, ROB | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jan 1, 2024 |
| WALDRON, PATTY | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jan 1, 2022 |
| CLINTON COUNTY | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Jan 1, 1978 |
| BEZIO, DAVID | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2022 |
| BOGOSAIN, HIAG | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2025 |
| CASTINE, CALVIN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2024 |
| HALL, ROBERT | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2022 |
| HENRY, MARK | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2024 |
| KRETSER, JOSHUA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2024 |
| LAMOY, PAUL | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2025 |
| MURPHY, REBECCA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2025 |
| PEDULLA, MARTHA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Feb 28, 2023 |
| PERYEA, FRANCIS | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2022 |
| RANDALL, KEVIN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2024 |
| SCHROYER, GLENN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2025 |
| TIMMONS, ROB | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2024 |
| WALDRON, PATTY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2022 |
| ZURLO, MICHAEL | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jun 14, 2004 |
| CLINTON COUNTY | ADP OF THE SNF | Organization | N/A | Jan 1, 1978 |
| BEZIO, DAVID | ADP OF THE SNF | Individual | N/A | Jan 1, 2022 |
| BOGOSAIN, HIAG | ADP OF THE SNF | Individual | N/A | Jan 1, 2025 |
| CASTINE, CALVIN | ADP OF THE SNF | Individual | N/A | Jan 1, 2024 |
| HALL, ROBERT | ADP OF THE SNF | Individual | N/A | Jan 1, 2022 |
| HENRY, MARK | ADP OF THE SNF | Individual | N/A | Jan 1, 2024 |
| KRETSER, JOSHUA | ADP OF THE SNF | Individual | N/A | Jan 1, 2024 |
| LAMOY, PAUL | ADP OF THE SNF | Individual | N/A | Jan 1, 2025 |
| MURPHY, REBECCA | ADP OF THE SNF | Individual | N/A | Jan 1, 2025 |
| PEDULLA, MARTHA | ADP OF THE SNF | Individual | N/A | Feb 28, 2023 |
| PERYEA, FRANCIS | ADP OF THE SNF | Individual | N/A | Jan 1, 2022 |
| RANDALL, KEVIN | ADP OF THE SNF | Individual | N/A | Jan 1, 2024 |
| SCHROYER, GLENN | ADP OF THE SNF | Individual | N/A | Jan 1, 2025 |
| TIMMONS, ROB | ADP OF THE SNF | Individual | N/A | Jan 1, 2024 |
| WALDRON, PATTY | ADP OF THE SNF | Individual | N/A | Jan 1, 2022 |
| ZURLO, MICHAEL | ADP OF THE SNF | Individual | N/A | Jun 14, 2004 |
Compare CMS ratings and recorded fines for Clinton County Nursing Home 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.