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.
Country Club Center I is a 2-star Medicare and Medicaid certified nursing home in Dover, Ohio with 72 certified beds. It has been operating since 1979. Its overall CMS rating is 2 out of 5.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Provide safe, appropriate pain management for a resident who requires such services.
Honor the resident's right to organize and participate in resident/family groups in the facility.
Provide enough nursing staff every day to meet the needs of every resident; and have a licensed nurse in charge on each shift.
Ensure food and drink is palatable, attractive, and at a safe and appetizing temperature.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Honor the resident's right to a safe, clean, comfortable and homelike environment, including but not limited to receiving treatment and supports for daily living safely.
Provide care and assistance to perform activities of daily living for any resident who is unable.
Ensure each resident receives and the facility provides food prepared in a form designed to meet individual needs.
Develop and implement policies and procedures for flu and pneumonia vaccinations.
Educate residents and staff on COVID-19 vaccination, offer the COVID-19 vaccine to eligible residents and staff after education, and properly document each resident and staff member's vaccination status.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
Ensure that residents are fully informed and understand their health status, care and treatments.
Honor the resident's right to share a room with spouse or roommate of choice and receive written notice before a change is made.
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.
Give residents notice of Medicaid/Medicare coverage and potential liability for services not covered.
Prevent the use of unnecessary psychotropic medications or use medications that may restrain a resident's ability to function.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Provide the required documentation or notification related to the resident's needs, appeal rights, or bed-hold policies.
Assess the resident completely in a timely manner when first admitted, and then periodically, at least every 12 months.
Coordinate assessments with the pre-admission screening and resident review program; and referring for services as needed.
Create and put into place a plan for meeting the resident's most immediate needs within 48 hours of being admitted
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Ensure residents do not lose the ability to perform activities of daily living unless there is a medical reason.
+ 60 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 |
|---|---|---|---|---|
| HOLLAND, JOHN | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 50% | Feb 17, 1976 |
| HOLLAND-GRESCOCK, TERESA | DIRECT OWNERSHIP INTEREST | Individual | N/A | May 1, 2002 |
| LIEBER, PAUL | W-2 MANAGING EMPLOYEE | Individual | N/A | Jul 1, 2024 |
| HARRIS, JANET | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2008 |
| HARRIS, JANET | CORPORATE OFFICER | Individual | N/A | Jan 1, 2008 |
| HOLLAND, JOHN | CORPORATE OFFICER | Individual | N/A | May 1, 2002 |
| HOLLAND-GRESCOCK, TERESA | CORPORATE OFFICER | Individual | N/A | May 1, 2002 |
| HARRIS, JANET | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Nov 6, 2024 |
| LIEBER, PAUL | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Nov 18, 2024 |
| HARRIS, JANET | ADP OF THE SNF | Individual | N/A | Dec 10, 2024 |
| HOLLAND, JOHN | ADP OF THE SNF | Individual | N/A | Dec 10, 2024 |
| HOLLAND-GRESCOCK, TERESA | ADP OF THE SNF | Individual | N/A | Dec 10, 2024 |
| LIEBER, PAUL | ADP OF THE SNF | Individual | N/A | Dec 10, 2024 |
Compare CMS ratings and recorded fines for Country Club Center I 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 7 facilities. View all →