CMS data snapshot: July 2026
Facility results compared with averages for CMS-certified nursing homes in Texas. 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.
Silver Spring is a 1-star Medicare and Medicaid certified nursing home in Abilene, Texas with 120 certified beds. It has been operating since 2015. Its overall CMS rating is 1 out of 5.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Ensure menus must meet the nutritional needs of residents, be prepared in advance, be followed, be updated, be reviewed by dietician, and meet the needs of the resident.
Assure that each resident’s assessment is updated at least once every 3 months.
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.
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.
Provide safe, appropriate pain management for a resident who requires such services.
Ensure that nurses and nurse aides have the appropriate competencies to care for every resident in a way that maximizes each resident's well being.
Create and put into place a plan for meeting the resident's most immediate needs within 48 hours of being admitted
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Ensure food and drink is palatable, attractive, and at a safe and appetizing temperature.
Make sure that the nursing home area is safe, easy to use, clean and comfortable for residents, staff and the public.
Honor the resident's right to and the facility must promote and facilitate resident self-determination through support of resident choice.
Develop and implement policies and procedures to prevent abuse, neglect, and theft.
Coordinate assessments with the pre-admission screening and resident review program; and referring for services as needed.
Ensure necessary information is communicated to the resident, and receiving health care provider at the time of a planned discharge.
Make sure that a working call system is available in each resident's bathroom and bathing area.
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.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Develop and implement policies and procedures to prevent abuse, neglect, and theft.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Ensure that nurses and nurse aides have the appropriate competencies to care for every resident in a way that maximizes each resident's well being.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
+ 4 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 |
|---|---|---|---|---|
| CIBC BANK USA | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Apr 1, 2021 |
| BALSAMO, KRYSTAL | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Sep 29, 2021 |
| CULP, ROLAND | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Apr 1, 2021 |
| DASPIT, LAURENCE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Apr 1, 2021 |
| DOHN, WILLIAM | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 27, 2019 |
| MARTINEZ, DAVID | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jun 3, 2024 |
| MURRELL, EDWARD | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Apr 1, 2018 |
| PICO, ANA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Apr 1, 2021 |
| PRINCE, DEREK | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Apr 1, 2021 |
| REINARZ, CHRISTIAN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Apr 1, 2021 |
| ROLLO, JEFFERY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Apr 1, 2021 |
| SIMPKINS, BOBBY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Aug 26, 2024 |
| STRAMECKI, ANTHONY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Apr 1, 2018 |
| VRATIS, KACEY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Apr 1, 2018 |
| WAY, GEORGE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Apr 1, 2018 |
| CIBC BANK USA | ADP OF THE SNF | Organization | N/A | Apr 1, 2021 |
| FORVIS MAZARS LLP | ADP OF THE SNF | Organization | N/A | Oct 22, 2025 |
| HMG PARTNERS GP LLC | ADP OF THE SNF | Organization | N/A | Oct 22, 2025 |
| HMG PARTNERS II LLC | ADP OF THE SNF | Organization | N/A | Oct 22, 2025 |
| HMG SERVICES LLC | ADP OF THE SNF | Organization | N/A | Apr 1, 2021 |
| TURNKEY TELEMED PLLC | ADP OF THE SNF | Organization | N/A | Apr 1, 2021 |
| ZIONS BANCORPORATION | ADP OF THE SNF | Organization | N/A | Apr 1, 2021 |
| BALSAMO, KRYSTAL | ADP OF THE SNF | Individual | N/A | Sep 29, 2021 |
| CULP, ROLAND | ADP OF THE SNF | Individual | N/A | Apr 1, 2021 |
| DASPIT, LAURENCE | ADP OF THE SNF | Individual | N/A | Apr 1, 2021 |
| DOHN, WILLIAM | ADP OF THE SNF | Individual | N/A | Mar 27, 2019 |
| MARTINEZ, DAVID | ADP OF THE SNF | Individual | N/A | Jun 3, 2024 |
| PICO, ANA | ADP OF THE SNF | Individual | N/A | Apr 1, 2021 |
| PRINCE, DEREK | ADP OF THE SNF | Individual | N/A | Apr 1, 2021 |
| REINARZ, CHRISTIAN | ADP OF THE SNF | Individual | N/A | Apr 1, 2021 |
| SIMPKINS, BOBBY | ADP OF THE SNF | Individual | N/A | Aug 26, 2024 |
| STANBRIDGE, NORMA | ADP OF THE SNF | Individual | N/A | Apr 1, 2021 |
Compare CMS ratings and recorded fines for Silver Spring 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 33 facilities. View all →