CMS data snapshot: July 2026
Facility results compared with averages for CMS-certified nursing homes in Nebraska. 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.
Douglas County Health Center is a 3-star Medicare and Medicaid certified nursing home in Omaha, Nebraska with 254 certified beds. It has been operating since 1967. Its overall CMS rating is 3 out of 5.
Provide safe, appropriate pain management for a resident who requires such services.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
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.
Assess the resident completely in a timely manner when first admitted, and then periodically, at least every 12 months.
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 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.
Provide safe, appropriate pain management for a resident who requires such services.
Provide care or services that was trauma informed and/or culturally competent.
Ensure that the resident and his/her doctor meet face-to-face at all required visits.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Allow resident to participate in the development and implementation of his or her person-centered plan of care.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
Honor the resident's right to voice grievances without discrimination or reprisal and the facility must establish a grievance policy and make prompt efforts to resolve grievances.
Coordinate assessments with the pre-admission screening and resident review program; and referring for services as needed.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Allow residents to easily view the nursing home's survey results and communicate with advocate agencies.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
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.
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.
+ 3 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 |
|---|---|---|---|---|
| NELSON, ERIN | W-2 MANAGING EMPLOYEE | Individual | N/A | Jul 1, 2019 |
| NELSON, ERIN | CORPORATE DIRECTOR | Individual | N/A | Jul 1, 2019 |
| BORGESON, MARY ANN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 1995 |
| BOYLE-MANGANARO, MAUREEN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2021 |
| CAVANAUGH, JAMES | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2015 |
| FRIEND, MIKE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2021 |
| GARCIA, ROGER | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 1, 2021 |
| MORGAN, PJ | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2010 |
| NELSON, ERIN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 1, 2019 |
| ROGERS, CHRIS | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2005 |
Compare CMS ratings and recorded fines for Douglas County Health 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.