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.
Greenbrier Health Center is a 2-star Medicare and Medicaid certified nursing home in Parma Heights, Ohio with 162 certified beds. It has been operating since 1968. 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.
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.
Ensure food and drink is palatable, attractive, and at a safe and appetizing temperature.
Have a policy regarding use and storage of foods brought to residents by family and other visitors.
Make sure that the nursing home area is safe, easy to use, clean and comfortable for residents, staff and the public.
Notify each resident of certain balances and convey resident funds upon discharge, eviction, or death.
Provide care and assistance to perform activities of daily living for any resident who is unable.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Provide enough nursing staff every day to meet the needs of every resident; and have a licensed nurse in charge on each shift.
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.
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 pressure ulcer care and prevent new ulcers from developing.
Provide appropriate care for residents who are continent or incontinent of bowel/bladder, appropriate catheter care, and appropriate care to prevent urinary tract infections.
Ensure that feeding tubes are not used unless there is a medical reason and the resident agrees; and provide appropriate care for a resident with a feeding tube.
Provide safe, appropriate dialysis care/services for a resident who requires such services.
Provide safe, appropriate pain management for a resident who requires such services.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Provide appropriate care for residents who are continent or incontinent of bowel/bladder, appropriate catheter care, and appropriate care to prevent urinary tract infections.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
Make sure that the nursing home area is safe, easy to use, clean and comfortable for residents, staff and the public.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
+ 24 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 |
|---|---|---|---|---|
| CONSOLIDATED OP CO., LLC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 100% | May 1, 2020 |
| CONSOLIDATED HEALTH HOLDINGS, LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | May 1, 2020 |
| CONSOLIDATED HEALTH LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | May 1, 2020 |
| NE BAKER HOLDINGS, LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | May 1, 2020 |
| THE STEPHEN L. ROSEDALE 2012 SPOUSAL TRUST | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Dec 16, 2005 |
| ROMEO, DOMINIC | CORPORATE OFFICER | Individual | N/A | Apr 1, 2023 |
| STOLTZ, CHARLES | CORPORATE OFFICER | Individual | N/A | Jan 1, 2012 |
| WILHEIM, RONALD | CORPORATE OFFICER | Individual | N/A | May 1, 2017 |
| PEARL OHIO MGT CO LLC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Dec 16, 2005 |
| GINDLESPERGER, JINNALEE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 11, 2024 |
| GREGORIN, JASON | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2024 |
| GROVES, DONNA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Apr 14, 2023 |
| ROMEO, DOMINIC | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Apr 1, 2023 |
| ODENTHAL, RICHARD | INDIVIDUAL IS AN OWNER, PARTNER OR TRUSTEE OF ANY ADP OF THE SNF | Individual | N/A | Apr 10, 2025 |
| C.R. STOLTZ IRREVOCABLE TRUST | ADP OF THE SNF | Organization | N/A | Dec 16, 2005 |
| CONSOLIDATED HEALTH HOLDINGS, LLC | ADP OF THE SNF | Organization | N/A | May 1, 2020 |
| CONSOLIDATED HEALTH LLC | ADP OF THE SNF | Organization | N/A | May 1, 2020 |
| GBRIER ASSET OWNERSHIP, LLC | ADP OF THE SNF | Organization | N/A | May 1, 2020 |
| I. ROSEDALE IRREVOCABLE TRUST | ADP OF THE SNF | Organization | N/A | Dec 16, 2005 |
| NE BAKER HOLDINGS, LLC | ADP OF THE SNF | Organization | N/A | May 1, 2020 |
| PEARL OHIO MGT CO LLC | ADP OF THE SNF | Organization | N/A | May 16, 2025 |
| R.S. WILHEIM IRREVOCABLE TRUST | ADP OF THE SNF | Organization | N/A | Dec 16, 2005 |
| RONALD S WILHEIM 2012 SPOUSAL TRUST | ADP OF THE SNF | Organization | N/A | Dec 16, 2005 |
| ROSEDALE FAMILY INVESTMENT COMPANY, INC | ADP OF THE SNF | Organization | N/A | Dec 16, 2005 |
| RRW, LLC | ADP OF THE SNF | Organization | N/A | Dec 16, 2005 |
| S.L. ROSEDALE IRREVOCABLE TRUST | ADP OF THE SNF | Organization | N/A | Dec 16, 2005 |
| THE STEPHEN L. ROSEDALE 2012 SPOUSAL TRUST | ADP OF THE SNF | Organization | N/A | Dec 16, 2005 |
| WILHEIM FAMILY INVESTMENT COMPANY, INC. | ADP OF THE SNF | Organization | N/A | Dec 16, 2005 |
| GINDLESPERGER, JINNALEE | ADP OF THE SNF | Individual | N/A | Apr 3, 2025 |
| GREGORIN, JASON | ADP OF THE SNF | Individual | N/A | Apr 3, 2025 |
Compare CMS ratings and recorded fines for Greenbrier 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.
This chain operates 120 facilities. View all →