CMS data snapshot: July 2026
Facility results compared with averages for CMS-certified nursing homes in Virginia. 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.
Shenandoah Valley Westminster Canterbury is a 4-star Medicare and Medicaid certified nursing home in Winchester, Virginia with 51 certified beds. It has been operating since 1987. Its overall CMS rating is 4 out of 5.
Designate a qualified infection preventionist to be responsible for the infection prevent and control program in the nursing home.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
Provide safe, appropriate pain management 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.
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.
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.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Not transfer or discharge a resident without an adequate reason; and must provide documentation and convey specific information when a resident is transferred or discharged.
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 treatment and care according to orders, resident’s preferences and goals.
Regularly inspect all bed frames, mattresses, and bed rails (if any) for safety; and all bed rails and mattresses must attach safely to the bed frame.
Not transfer or discharge a resident without an adequate reason; and must provide documentation and convey specific information when a resident is transferred or discharged.
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.
Ensure services provided by the nursing facility meet professional standards of quality.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
The resident has the right to receive notices in a format and a language he or she understands.
Allow residents to easily view the nursing home's survey results and communicate with advocate agencies.
No penalties on record.
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 |
|---|---|---|---|---|
| HEISHMANN, ANDREW | CORPORATE DIRECTOR | Individual | N/A | Feb 13, 2024 |
| THOMAS, MICHELLE | CORPORATE DIRECTOR | Individual | N/A | Mar 21, 2005 |
| SHILEY, GLORIA | CORPORATE OFFICER | Individual | N/A | Jan 1, 2008 |
| WERNECKE, DUANE | CORPORATE OFFICER | Individual | N/A | Jul 3, 2012 |
| HEISHMANN, ANDREW | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Feb 13, 2024 |
| PATTERSON, PAIGE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 29, 2022 |
| SHILEY, GLORIA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2008 |
| THOMAS, MICHELLE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 21, 2005 |
| WERNECKE, DUANE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 3, 2012 |
| HEISHMANN, ANDREW | ADP OF THE SNF | Individual | N/A | Feb 13, 2024 |
| PATTERSON, PAIGE | ADP OF THE SNF | Individual | N/A | Jul 29, 2022 |
| SHILEY, GLORIA | ADP OF THE SNF | Individual | N/A | Jan 1, 2008 |
| THOMAS, MICHELLE | ADP OF THE SNF | Individual | N/A | Mar 21, 2005 |
| WERNECKE, DUANE | ADP OF THE SNF | Individual | N/A | Jul 3, 2012 |
Compare CMS ratings and recorded fines for Shenandoah Valley Westminster Canterbury 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.