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.
Smithville Western Care Center is a 2-star Medicare and Medicaid certified nursing home in Wooster, Ohio with 127 certified beds. It has been operating since 1975. Its overall CMS rating is 2 out of 5.
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.
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.
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 timely notification to the resident, and if applicable to the resident representative and ombudsman, before transfer or discharge, including appeal rights.
Provide care and assistance to perform activities of daily living for any resident who is unable.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
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 that residents are fully informed and understand their health status, care and treatments.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
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.
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.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Ensure food and drink is palatable, attractive, and at a safe and appetizing temperature.
Ensure each resident receives and the facility provides food prepared in a form designed to meet individual needs.
Provide special eating equipment and utensils for residents who need them and appropriate assistance.
Make sure that the nursing home area is safe, easy to use, clean and comfortable for residents, staff and the public.
Give residents notice of Medicaid/Medicare coverage and potential liability for services not covered.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
+ 8 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 |
|---|---|---|---|---|
| WAYNE MANOR, INC. | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 100% | Oct 1, 2001 |
| BLUESKY HEALTHCARE INC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Oct 1, 2001 |
| SPRENGER ENTERPRISES, INC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Oct 1, 2001 |
| HUTSENPILLER, WENDIE | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | N/A | Jul 1, 2008 |
| MALANOWSKI, KENNETH | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | N/A | Jul 1, 2008 |
| SPRENGER, NICOLE | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | N/A | Jul 1, 2008 |
| SPRENGER, TRACEY | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | N/A | Jul 1, 2008 |
| FOX, EMILY | CORPORATE OFFICER | Individual | N/A | Dec 31, 2024 |
| KUHN, SHANNON | CORPORATE OFFICER | Individual | N/A | Dec 31, 2024 |
| MALANOWKI, BRANDON | CORPORATE OFFICER | Individual | N/A | Dec 31, 2024 |
| CMS & CO. MANAGEMENT SERVICES, INC. | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Jan 22, 2001 |
| CHILDS, ROBERT | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 6, 2025 |
| FOX, EMILY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Dec 31, 2024 |
| KUHN, SHANNON | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Dec 31, 2024 |
| MALANOWKI, BRANDON | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Dec 31, 2024 |
| TYLER, CHRISTY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Feb 14, 2022 |
| WILKINS, SCOTT | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 15, 2025 |
| BSH INVESTMENTS LLC | ADP OF THE SNF | Organization | N/A | Nov 4, 2003 |
| CITRIN COOPERMAN AND COMPANY, LLP | ADP OF THE SNF | Organization | N/A | Feb 1, 2025 |
| CMS & CO. MANAGEMENT SERVICES, INC. | ADP OF THE SNF | Organization | N/A | Jul 31, 2025 |
| DELTA HEALTH CARE CONSULTANTS, INC. | ADP OF THE SNF | Organization | N/A | Jan 1, 2008 |
| HUNTINGTON | ADP OF THE SNF | Organization | N/A | Oct 1, 2001 |
| SPRENGER WAYNE LTD. CO. | ADP OF THE SNF | Organization | N/A | Oct 1, 2001 |
| WELLSPRING STAFFING, INC. | ADP OF THE SNF | Organization | N/A | Oct 15, 2021 |
| CHILDS, ROBERT | ADP OF THE SNF | Individual | N/A | Jan 6, 2025 |
| FOX, EMILY | ADP OF THE SNF | Individual | N/A | Dec 31, 2024 |
| HUTSENPILLER, WENDIE | ADP OF THE SNF | Individual | N/A | Jul 1, 2008 |
| KUHN, SHANNON | ADP OF THE SNF | Individual | N/A | Dec 31, 2024 |
| MALANOWKI, BRANDON | ADP OF THE SNF | Individual | N/A | Dec 31, 2024 |
| MALANOWSKI, KENNETH | ADP OF THE SNF | Individual | N/A | Jul 1, 2008 |
| MALLETT, CHRISTOPHER | ADP OF THE SNF | Individual | N/A | Jul 1, 2008 |
| SPRENGER, MARK | ADP OF THE SNF | Individual | N/A | Jul 1, 2008 |
| SPRENGER, NICOLE | ADP OF THE SNF | Individual | N/A | Jul 1, 2008 |
| SPRENGER, TIMOTHY | ADP OF THE SNF | Individual | N/A | Jul 1, 2008 |
| SPRENGER, TRACEY | ADP OF THE SNF | Individual | N/A | Jul 1, 2008 |
| TYLER, CHRISTY | ADP OF THE SNF | Individual | N/A | Feb 14, 2022 |
| WILKINS, SCOTT | ADP OF THE SNF | Individual | N/A | Jan 15, 2025 |
Compare CMS ratings and recorded fines for Smithville Western Care 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 12 facilities. View all →