CMS data snapshot: July 2026
Facility results compared with averages for CMS-certified nursing homes in South Carolina. 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.
Mountainview Nursing Home is a 1-star Medicare and Medicaid certified nursing home in Spartanburg, South Carolina with 132 certified beds. It has been operating since 1967. Its overall CMS rating is 1 out of 5.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Create and put into place a plan for meeting the resident's most immediate needs within 48 hours of being admitted
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 safe, appropriate dialysis care/services for a resident who requires such services.
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.
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.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Make sure there is a pest control program to prevent/deal with mice, insects, or other pests.
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.
Notify the resident or the resident’s representative in writing how long the nursing home will hold the resident’s bed in cases of transfer to a hospital or therapeutic leave.
Encode each resident’s assessment data and transmit these data to the State within 7 days of assessment.
Coordinate assessments with the pre-admission screening and resident review program; and referring for services as needed.
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 care for residents who are continent or incontinent of bowel/bladder, appropriate catheter care, and appropriate care to prevent urinary tract infections.
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.
Provide timely, quality laboratory services/tests to meet the needs of residents.
Make sure that a working call system is available in each resident's bathroom and bathing area.
Give residents notice of Medicaid/Medicare coverage and potential liability for services not covered.
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 |
|---|---|---|---|---|
| COMMUNITY SERVICES FOR THE AGING, INC. | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | N/A | Jul 1, 2010 |
| DILLARD, WILSON | W-2 MANAGING EMPLOYEE | Individual | N/A | Jul 1, 2010 |
| BURGESS, RICHARD | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2021 |
| BURNETT, PAUL | CORPORATE DIRECTOR | Individual | N/A | Jul 1, 2010 |
| DILLARD, WILSON | CORPORATE DIRECTOR | Individual | N/A | Jul 1, 2010 |
| FEEMSTER, SAM | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2021 |
| HERRING, LEON | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2021 |
| MCCULLOCH, CAROL | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2021 |
| MILLER, EARL | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2021 |
| SHIPPY-GILBERT, KELLY | CORPORATE DIRECTOR | Individual | N/A | Jul 1, 2010 |
| SHIRLEY, BRENDA | CORPORATE DIRECTOR | Individual | N/A | Jul 1, 2010 |
| SISK, KEITH | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2021 |
| SUMMEY, MATTHEW | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2021 |
| WALTERS, KEVIN | CORPORATE DIRECTOR | Individual | N/A | Nov 22, 1988 |
| WESSINGER, E. RALPH | CORPORATE OFFICER | Individual | N/A | Oct 9, 2012 |
Compare CMS ratings and recorded fines for Mountainview 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.