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.
The Chesapeake is a 5-star Medicare and Medicaid certified nursing home in Newport News, Virginia with 52 certified beds. It has been operating since 2008. Its overall CMS rating is 5 out of 5.
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.
Honor the resident's right to voice grievances without discrimination or reprisal and the facility must establish a grievance policy and make prompt efforts to resolve grievances.
Ensure meals and snacks are served at times in accordance with resident’s needs, preferences, and requests. Suitable and nourishing alternative meals and snacks must be provided for residents who want to eat at non-traditional times or outside of scheduled meal times.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
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.
Ensure services provided by the nursing facility meet professional standards of quality.
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.
Protect each resident from the wrongful use of the resident's belongings or money.
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.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
Have a registered nurse on duty 8 hours a day; and select a registered nurse to be the director of nurses on a full time basis.
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.
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.
Provide timely notification to the resident, and if applicable to the resident representative and ombudsman, before transfer or discharge, including appeal rights.
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.
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 |
|---|---|---|---|---|
| LOOP, DAVID | W-2 MANAGING EMPLOYEE | Individual | N/A | Feb 1, 2018 |
| BALES, JAMES | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2019 |
| BROOKS, SHARON | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2021 |
| BROWNING, HERBERT | CORPORATE DIRECTOR | Individual | N/A | Nov 28, 2006 |
| CARLTON, DANIEL | CORPORATE DIRECTOR | Individual | N/A | Feb 1, 2018 |
| CARTER, VALERIE | CORPORATE DIRECTOR | Individual | N/A | Feb 1, 2018 |
| CAVE, R | CORPORATE DIRECTOR | Individual | N/A | Dec 31, 2021 |
| FRANKS, TIFFANY | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2020 |
| HARRIS, CHARLES | CORPORATE DIRECTOR | Individual | N/A | Feb 1, 2018 |
| JUNG, JOHN | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2021 |
| KECK, MICHAEL | CORPORATE DIRECTOR | Individual | N/A | Nov 28, 2006 |
| MARCHELLO, SALLIE | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2018 |
| OAKEY, SAMUEL | CORPORATE DIRECTOR | Individual | N/A | Nov 18, 2003 |
| OWENS, ARNE | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2020 |
| POATS, JIM | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2022 |
| POMA, JOHN | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2021 |
| SCOTT, MATTHEW | CORPORATE DIRECTOR | Individual | N/A | Feb 1, 2018 |
| THOMSON, GARY | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2022 |
| ALBRITTON, TRACEY | CORPORATE OFFICER | Individual | N/A | Dec 1, 2021 |
| CARLTON, DANIEL | CORPORATE OFFICER | Individual | N/A | Dec 31, 2021 |
| COOK, JONATHAN | CORPORATE OFFICER | Individual | N/A | Dec 31, 2014 |
| HAWTHORNE, LISA | CORPORATE OFFICER | Individual | N/A | Jun 14, 2021 |
| MARKWITH, CHRISTOPHER | CORPORATE OFFICER | Individual | N/A | Jan 31, 2018 |
| MORAN, CHRISTINE | CORPORATE OFFICER | Individual | N/A | Mar 31, 2021 |
| ROBINSON, JOHN | CORPORATE OFFICER | Individual | N/A | Feb 1, 2018 |
| VIRGINIA BAPTIST HOMES INC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Sep 17, 1969 |
Compare CMS ratings and recorded fines for The Chesapeake 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.