Home / North Carolina / Gastonia
Courtland Terrace
2300 Aberdeen Boulevard, Gastonia, NC 28054 · Gaston County · (704) 834-4800
77 certified beds, about 72 residents a day · Non profit - Corporation · Medicare and Medicaid since 1991
Inside a hospital Certified for Medicaid Certified for Medicare
Overall
4 of 5
Health inspections
4 of 5
Staffing
4 of 5
Quality measures
3 of 5
CMS Care Compare ratings, data as of September 1, 2026 · CCN 345350 · See it on Medicare.gov · Compare with other homes
The record in brief
At its most recent standard inspection, on February 13, 2026, inspectors cited 4 health deficiencies (the North Carolina average is 4.7, the national average 9.2).
None of its 10 health citations since June 2023 was rated as actual harm or immediate jeopardy.
CMS lists no fines against this home in the last three years.
Nurses and nurse aides worked 4.25 hours per resident per day, against 3.85 across North Carolina and 3.86 nationally. Registered nurses accounted for 0.56 of those hours.
28.9% of nursing staff left within the year CMS measured (North Carolina average 49.0%).
Health inspections
Federal rules call for a standard inspection at least every 15 months, plus a visit whenever a complaint is filed. Each mark below is one citation, colored by how serious inspectors rated it. How to read a citation.
Under each citation, the quoted text is the inspector's own summary from the federal statement of deficiencies (CMS form 2567), word for word apart from a privacy scrub; CMS removes residents' and staff names before it publishes the text. The full notes are on Medicare.gov.
506/23
110/24
402/26
Potential for minimal harm Potential for more than minimal harm Actual harm Immediate jeopardy Found on a complaint visit
Where its citations fall on CMS's grid
CMS rates every citation by how much harm it caused (rows) and how many residents it touched (columns). The count in each box is this home's, across all 10 health citations on file.
Severity
Isolated
Pattern
Widespread
Immediate jeopardy
0J
0K
0L
Actual harm
0G
0H
0I
Potential for more than minimal harm
7D
2E
0F
Potential for minimal harm
0A
0B
1C
February 13, 2026Standard inspection · 4 citations
- E Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Inspectors wroteBased on observations and staff interviews, the facility failed to ensure thawed, raw chicken available for use was labeled with a use by date in 1 of 4 walk-in refrigerators. This practice had the potential to affect food served to residents.
- D Ensure each resident receives an accurate assessment.
Inspectors wroteBased on record reviews, Responsible Party (RP) interview, and staff interviews the facility failed to code the Minimum Data Set (MDS) assessment accurately in the area of Hospice Care for 1 of 7 residents reviewed for MDS accuracy (Resident #56).
- D Coordinate assessments with the pre-admission screening and resident review program; and referring for services as needed.
Inspectors wroteBased on record review, and staff interviews, and psychiatrist interview the facility failed to refer one resident with a new mental health diagnosis for a Level II Preadmission Screening and Resident Review (PASRR) evaluation for 1 of 1 resident for PASRR (Resident #10).
- D 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.
Inspectors wroteBased on record review, observations, and resident and staff interviews, the facility failed to secure medications left unattended in a resident's room for 1 of 1 resident reviewed medication storage (Resident #90).
October 31, 2024Standard inspection · 1 citation
- D Keep residents' personal and medical records private and confidential.
Inspectors wroteBased on observation, record review, Guardian, Podiatrist, and staff interviews, the facility failed to provide personal privacy for Resident #28 when the Podiatrist cut her toenails in the facility's day room visible to other residents. This deficient practice was for 1 of 1 resident reviewed for personal privacy (Resident #28).
June 28, 2023Standard inspection · 5 citations
- E Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Inspectors wroteBased on observation, record review and staff interview the facility failed to maintain the kitchen equipment clean and in a sanitary condition to prevent cross contamination by failing to clean the undershelf of one of one steamtables.
- D Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Inspectors wroteBased on record review and staff interviews the facility failed to develop care plans in the areas of suprapubic catheter (Resident #45) and pressure ulcers (Residents #4, #9, and #5) for 4 of 4 residents reviewed for care planning.
- D 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.
Inspectors wroteBased on observation and staff interview the facility failed to discard an expired medications for 1 of 1 medication room reviewed for medication storage.
- D Set up an ongoing quality assessment and assurance group to review quality deficiencies and develop corrective plans of action.
Inspectors wroteBased on record reviews and staff interviews, the facility's Quality Assessment and Assurance (QAA) Committee failed to maintain implemented procedures and monitor interventions the committee put in place following the recertification and complaint survey conducted on 7/9/21. This was for a recited deficiency on the current recertification and complaint survey in the area of development and implementation of comprehensive care plans. The continued failure during two surveys shows a pattern of the facility's inability to sustain an effective QAA program.
- C Provide timely notification to the resident, and if applicable to the resident representative and ombudsman, before transfer or discharge, including appeal rights.
Inspectors wroteBased on record review and staff interview the facility failed to provide written notice of reason for discharge to hospital to the resident and/or resident representatives and to provide the Ombudsman with a copy of the written notice for 2 of 2 residents reviewed for hospitalization. (Resident #9, Resident #39)
Fire safety inspections
6 fire safety citations on file: 4 on October 31, 2024, 2 on June 28, 2023.
Every fire safety citation6 citations
- D Add doors in an exit area that do not require the use of a key from the exit side unless in case of special locking arrangements.
- D Install an approved automatic sprinkler system.
- D Properly install and monitor supervisory attachments on automatic sprinkler systems.
- D Meet requirements for the installation and maintenance of electrical systems.
- D Inspect, test, and maintain automatic sprinkler systems.
- D Ensure receptacles at patient bed locations and where general anesthesia is administered, are tested after initial installation, replacement or servicing.
Fines and payment denials
CMS lists no fines or payment denials against this home in the last three years. The national average is 0.9 fines per home.
Staffing
Hours of care per resident per day, from the payroll records every home sends CMS. Higher means more staff time with each resident.
| Measure | This home | North Carolina | United States |
|---|---|---|---|
| All nursing staff (RN, LPN and aides) | 4.25 | 3.85 | 3.86 |
| Registered nurses | 0.56 | 0.62 | 0.69 |
| All nursing staff on weekends | 3.32 | 3.42 | 3.42 |
| Nurse aides | 2.27 | ||
| Licensed practical nurses | 1.42 | ||
| Nursing staff turnover (share who left in a year) | 28.9% | 49.0% | 45.8% |
| Registered nurse turnover | 40.0% | 45.6% | 42.9% |
| Administrators who left | 0 |
CMS expects 3.56 hours a day for residents as sick as this home's (its case-mix figure). The staffing star compares the two.
Staffing by quarter, from daily payroll records
Every nursing home sends CMS its staff hours for each day (the Payroll Based Journal). Here they are added up by quarter. The latest quarter is the one behind the figures above. In January to March 2026, nursing staff hours per resident were 4.63 on weekdays and 3.32 on weekends, 28% lower on weekends (nationally, weekends ran 15% lower). Contract or agency staff worked 0.0% of nursing hours, against 5.3% nationally. Total nursing hours per resident went from 4.78 in April to June 2025 to 4.25 in January to March 2026.
| Quarter | All nursing staff | Registered nurses | Weekdays | Weekends | Contract staff share | Days with no RN hours | Residents a day |
|---|---|---|---|---|---|---|---|
| Jan to Mar 2026 | 4.25 | 0.56 | 4.63 | 3.32 | 0.0% | 0 of 90 | 72 |
| Oct to Dec 2025 | 4.97 | 0.59 | 5.17 | 4.46 | 0.0% | 1 of 92 | 71 |
| Jul to Sep 2025 | 5.06 | 0.74 | 5.36 | 4.29 | 0.0% | 0 of 92 | 72 |
| Apr to Jun 2025 | 4.78 | 0.90 | 5.12 | 3.93 | 0.0% | 0 of 91 | 72 |
| United States, Jan to Mar 2026 | 3.75 | 0.62 | 3.92 | 3.33 | 5.3% | 0.5% of days | |
| North Carolina, Jan to Mar 2026 | 3.65 | 0.53 | 3.82 | 3.25 | 8.0% | 0.7% of days |
Hours per resident per day: staff hours in the quarter divided by resident days (the daily census CMS derives from resident assessments). Registered nurses include the director of nursing and RNs with administrative duties; aides include nurse aides in training and medication aides, as in CMS's own staffing measure. How these are calculated.
Quality measures
The measures CMS uses for the quality star. Lower is better for every one of them.
| Measure | This home | North Carolina | US |
|---|---|---|---|
| Percentage of long-stay residents whose need for help with daily activities has increased Long Stay residents, 2025Q2-2026Q1 | 35.8 | 15.6 | 13.9 |
| Percentage of long-stay residents with a catheter inserted and left in their bladder Long Stay residents, 2025Q2-2026Q1 | 0.4 | 0.7 | 0.8 |
| Percentage of long-stay residents with a urinary tract infection Long Stay residents, 2025Q2-2026Q1 | 4.7 | 2.3 | 1.6 |
| Percentage of long-stay residents experiencing one or more falls with major injury Long Stay residents, 2025Q2-2026Q1 | 5.1 | 3.5 | 3.2 |
| Percentage of short-stay residents who newly received an antipsychotic medication Short Stay residents, 2025Q2-2026Q1 | 0.9 | 1.4 | 1.6 |
| Percentage of long-stay residents whose ability to walk independently worsened Long Stay residents, 2025Q2-2026Q1 | 31.1 | 18.3 | 14.1 |
| Percentage of long-stay residents with pressure ulcers Long Stay residents, 2025Q2-2026Q1 | 0.8 | 5.5 | 4.6 |
| Percentage of long-stay residents who received an antipsychotic medication Long Stay residents, 2025Q2-2026Q1 | 16.8 | 14.0 | 15.4 |
| Percentage of short-stay residents who were rehospitalized after a nursing home admission Short Stay residents, 20250101-20251231 | 27.3 | 22.9 | 23.8 |
| Percentage of short-stay residents who had an outpatient emergency department visit Short Stay residents, 20250101-20251231 | 15.1 | 12.9 | 12.0 |
| Number of hospitalizations per 1000 long-stay resident days Long Stay residents, 20250101-20251231 | 2.2 | 1.8 | 1.9 |
| Number of outpatient emergency department visits per 1000 long-stay resident days Long Stay residents, 20250101-20251231 | 1.3 | 1.8 | 1.8 |
Owners and operators
Legal business name: CAROMONT HEALTH SERVICES INC.
| Name | Role | Type | Share | Since |
|---|---|---|---|---|
| Caromont Health Services Inc | 5% or greater direct ownership interest | Organization | 100% | 05/24/1984 |
| Caromont Health Inc | 5% or greater indirect ownership interest | Organization | 100% | 05/24/1984 |
| Austell, Jason | Corporate director | Individual | 01/01/2022 | |
| Boyd, Daniel | Corporate director | Individual | 01/01/2023 | |
| Cash, Jeffrey | Corporate director | Individual | 01/01/2018 | |
| Conner, Timothy | Corporate director | Individual | 01/01/2025 | |
| Davis, Joseph | Corporate director | Individual | 02/22/2016 | |
| Efird, Timothy | Corporate director | Individual | 08/31/2021 | |
| Floyd, Pearl | Corporate director | Individual | 01/01/2015 | |
| Hinton, Benjamin | Corporate director | Individual | 01/01/2022 | |
| Hovis, William | Corporate director | Individual | 01/01/2019 | |
| McGraw, Jeffrey | Corporate director | Individual | 01/01/2023 | |
| Patel, Shiddhi | Corporate director | Individual | 01/01/2026 | |
| Payseur, David | Corporate director | Individual | 06/26/2017 | |
| Peak, Janie | Corporate director | Individual | 01/01/2021 | |
| Stewart, Frank | Corporate director | Individual | 01/01/2020 | |
| Peek, Kenneth | Corporate officer | Individual | 05/15/2017 | |
| Caromont Health Inc | Operational/managerial control | Organization | 05/24/1984 | |
| Caromont Health Services Inc | Operational/managerial control | Organization | 05/24/1984 | |
| Adcock, George | Operational/managerial control | Individual | 04/09/2018 | |
| Booker, William | Operational/managerial control | Individual | 12/02/2024 | |
| Canipe, Beth | Operational/managerial control | Individual | 08/15/2023 | |
| Craig, Katherine | Operational/managerial control | Individual | 08/24/2025 | |
| Davis, Todd | Operational/managerial control | Individual | 08/01/2010 | |
| Dyksterhouse, Andrew | Operational/managerial control | Individual | 07/01/2024 | |
| Flowers, Erica | Operational/managerial control | Individual | 01/15/2024 | |
| Hickman, Leigh | Operational/managerial control | Individual | 02/17/2020 | |
| Lang, Robin | Operational/managerial control | Individual | 12/31/2018 | |
| Maddox, Crystal | Operational/managerial control | Individual | 01/29/2024 | |
| Murphy, Frank | Operational/managerial control | Individual | 02/19/2018 | |
| O'Connor, David | Operational/managerial control | Individual | 07/23/2007 | |
| Thorsell, Cathy | Operational/managerial control | Individual | 07/01/2022 | |
| Wharton, Danny | Operational/managerial control | Individual | 12/11/2017 | |
| Young, Beverly | Operational/managerial control | Individual | 08/28/2023 | |
| Access Dental Care | Adp of the SNF | Organization | 07/01/2025 | |
| Caromont Health Inc | Adp of the SNF | Organization | 02/20/2025 | |
| Caromont Health Services Inc | Adp of the SNF | Organization | 02/20/2025 | |
| Maddox, Crystal | Adp of the SNF | Individual | 02/11/2025 | |
| Patel, Shiddhi | Adp of the SNF | Individual | 07/24/2023 | |
| Young, Beverly | Adp of the SNF | Individual | 02/18/2025 |
As listed in the CMS ownership file, which names owners with a 5% or greater stake and the people and companies with operational or managerial control.
Questions to ask on a visit
Chosen from this home's own inspection record.
- When is the care plan meeting, and can family attend it?Inspectors cited 3 problems in this area, most recently on February 13, 2026: "Ensure each resident receives an accurate assessment."
- Can we see a week of menus and the kitchen, and how are special diets handled?Inspectors cited 2 problems in this area, most recently on February 13, 2026: "Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards."
- How are medications reviewed, and how often are antipsychotic or sedating drugs used?Inspectors cited 2 problems in this area, most recently on February 13, 2026: "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."
- How do residents and families raise a complaint or grievance, and how fast is it answered?Inspectors cited 2 problems in this area, most recently on October 31, 2024: "Keep residents' personal and medical records private and confidential."
- Who is on the floor on Saturday and Sunday, and how many residents does each aide care for?Weekend nurse staffing here was 3.32 hours per resident per day, below the North Carolina average of 3.42.
Other nursing homes nearby
- The Greens at Gastonia Gastonia, 0.6 mi · 1 of 5 stars · 46 citations
- Peak Resources - Gastonia Gastonia, 0.6 mi · 5 of 5 stars · 6 citations
- Gastonia Health & Rehab Center Gastonia, 1.7 mi · 1 of 5 stars · 16 citations
- Juniper Gardens Center for Nursing and Rehabilitat Gastonia, 2.2 mi · 3 of 5 stars · 17 citations
- Belmont Health & Rehabilitation Gastonia, 3.1 mi · 4 of 5 stars · 20 citations
- Belaire Health Care Center Gastonia, 4.5 mi · 2 of 5 stars · 17 citations
- Stanley Total Living Center Stanley, 6.7 mi · 4 of 5 stars · 10 citations
- Charlotte Health & Rehabilitation Center Charlotte, 12.2 mi · 1 of 5 stars · 36 citations
North Carolina contacts for a concern about a nursing home
These are the official offices in North Carolina. NursingHomeClear cannot take or act on complaints.
- Inspections and complaints: NC Division of Health Service Regulation, Nursing Home Licensure and Certification Section, the state agency that inspects nursing homes for CMS and takes complaints about care.
- Resident advocate: North Carolina Long-Term Care Ombudsman Program. The long-term care ombudsman is a free, confidential advocate for residents and families, set up under the federal Older Americans Act.
- State inspection reports: NC DHSR Regulated Facilities search (Statements of Deficiencies), where North Carolina publishes its own records on licensed homes.
Common questions
- What is Courtland Terrace's Medicare star rating?
- CMS rates Courtland Terrace 4 out of 5 stars overall, with 4 for health inspections, 4 for staffing and 3 for quality measures (CMS data as of September 1, 2026).
- How many deficiencies did Courtland Terrace get at its last inspection?
- 4 health deficiencies at the standard inspection on February 13, 2026. The North Carolina average is 4.7.
- Has Courtland Terrace been fined?
- CMS lists no fines in the last three years.
- Does Courtland Terrace accept Medicaid?
- It is certified to take Medicaid (CMS lists it as "Medicare and Medicaid"). Certification does not mean a Medicaid bed is open: ask the admissions office.
- Who owns Courtland Terrace?
- CMS lists 40 owners and managers. Legal business name: CAROMONT HEALTH SERVICES INC.
Sources
- Ratings, staffing and fines: CMS Provider Information, released September 30, 2026, data as of September 1, 2026.
- Citations: CMS Health Deficiencies and Fire Safety Deficiencies.
- Owners: CMS Ownership. Penalties: CMS Penalties.
- Staffing by quarter: CMS Payroll Based Journal Daily Nurse Staffing, April 2025 to March 2026, summed by NursingHomeClear.
- Inspector summaries: CMS Full Statement of Deficiencies (CMS-2567 text), data as of September 1, 2026. Each quote is the part of the statement before the detailed findings.
- Inspection reports with the inspectors' full notes are on this home's Medicare.gov page.
- Something wrong on this page? Ask for a correction. We fix errors in our copy of the data; findings themselves can only be changed by CMS and the state.
- NursingHomeClear is independent and not affiliated with CMS, Medicare or any state agency. This page reports federal records; it does not rate, recommend or endorse any home, and it is not medical or legal advice.