5/5
CMS (the Centers for Medicare & Medicaid Services) is the federal agency that rates nursing home quality. Its Overall Rating runs from 1 to 5 stars, combining health inspections, staffing, and quality measures, with inspections weighted most heavily.
5/5
CMS (the Centers for Medicare & Medicaid Services) is the federal agency that rates nursing home quality. Its Overall Rating runs from 1 to 5 stars, combining health inspections, staffing, and quality measures, with inspections weighted most heavily.
Located on Bishop Gadsden Way in Charleston, South Carolina, Bishop Gadsden Episcopal Retirement Community is a skilled nursing and rehabilitation facility administered by Jonna Cook. The community serves residents recovering from hospitalization or surgery and those needing ongoing skilled nursing care. Rehabilitation services, respite care, and 24-hour nursing support are central to the care model. Families can choose from Medicare and private pay to cover rehabilitation stays.
The facility mainly supports short-term recovery. Residents stay an average of 20 days, although longer-term care is also available. Nurse staffing averages 5 hours and 34 minutes per resident each day. Registered nurses, nurse aides, and licensed practical nurses provide this hands-on support because of the home’s strong focus on daily care.
A 2023 annual state inspection found no health deficiencies, which shows strong standards during that review. State oversight has identified periodic areas for improvement in clinical documentation, infection control practices, medication safety, and monitoring systems. The facility has been working on these operational areas.
Beyond clinical care, residents have access to a wide range of amenities and services. A Wellness Center and on-site clinic with pharmacy support reduces the need for outside appointments. The dining program features fresh, locally sourced ingredients and includes both casual café and fine-dining options.
Residents can also enjoy a spa, community garden, nature trails, and a croquet court. Specialized programs such as BG Therapy, BG At Home, and the Embark Program further support recovery and quality of life during a resident’s rehabilitation and stay.
With 123 beds, the community has a midsize setting, which balances personalized care with a broad range of services and amenities.
The Overall CMS Rating combines results from health inspections, staffing levels and quality measures. Health inspections carry the most weight. Staffing and quality scores can increase or decrease the final rating based on performance compared to state and national standards.
Based on the results of the facility's three most recent standard inspections and any complaint investigations. CMS reviews the number, scope, and severity of deficiencies, with more recent findings weighted more heavily.
Measures average nursing staff hours per resident per day, including Registered Nurses (RNs) and total nursing staff. Ratings are adjusted based on the level of care residents require and are compared to state and national benchmarks.
Based on clinical and physical health indicators reported to CMS, such as hospital readmissions, falls, pressure ulcers, and improvements in mobility. These measures reflect how well residents' health needs are being managed.
Daily nursing hours per resident by staff type, reported to CMS. Higher is generally better — compare this facility to state and national averages to see where staffing stands.
This home is ranked 8th out of 121 homes in South Carolina for nurse hours. Total adjusted nursing hours per resident per day, combining RN, LPN, and aide time. CMS adjusts this for case-mix so facilities can be fairly compared.
| Staff type | Hours / Day / Resident | vs state avg |
|---|---|---|
|
Registered Nurse (RN)
RNs hold the highest nursing license and can assess residents, interpret test results, and direct care plans. More RN hours per day often signals stronger clinical oversight and faster response to health changes.
| 1h 27m per day | ▲ 130% State avg: 38m per day · National avg: 41m per day |
|
LPN / LVN
Licensed Practical Nurses (LPNs) or Licensed Vocational Nurses (LVNs) deliver routine hands-on care — medication administration, wound dressing, and monitoring vital signs. They work under RN supervision and make up a large share of daily bedside care.
| 1h 17m per day | ▲ 26% State avg: 1h 1m per day · National avg: 52m per day |
|
Nurse Aide
Certified Nurse Aides (CNAs) provide the most direct day-to-day assistance: bathing, dressing, feeding, and mobility. Nurse aide hours are typically the largest staffing category and directly affect residents' quality of life.
| 2h 51m per day | ▲ 29% State avg: 2h 13m per day · National avg: 2h 21m per day |
|
Weekend Total Nursing
Combined nursing hours (RN + LPN + Nurse Aide) per resident per day on weekends. Staffing often drops on weekends — this figure reveals whether the facility maintains adequate coverage outside of weekday hours.
| 5h 11m per day | ▲ 55% State avg: 3h 20m per day · National avg: 3h 26m per day |
|
Physical Therapist
Hours per resident per day provided by licensed Physical Therapists (PTs) or PT Assistants. PT services help residents recover mobility after injury or illness and are especially important for post-acute (short-stay) rehabilitation.
| 14m per day | ▲ 185% State avg: 5m per day · National avg: 4m per day |
|
Weekend RN
Registered nurse hours specifically on weekends. Facilities sometimes reduce RN presence on Saturdays and Sundays — a low weekend RN figure compared to weekday hours can indicate reduced clinical oversight when most administrative staff are absent.
| 1h 11m per day | ▲ 195% State avg: 24m per day · National avg: 29m per day |
Bishop Gadsden Episcopal Retirement Community is legally operated by Bishop Gadsden Episcopal Retirement Community, and administered by Jonna Cook.
Key information about the people who lead and staff this community.
In South Carolina, the Department of Public Health, Bureau of Healthcare Quality conducts unannounced inspections to ensure care providers meet all health and safety codes.
This scorecard compares key inspection, deficiency, and complaint metrics at this facility against the South Carolina state average. Metrics rated ≥15% worse than average are highlighted in red; those ≥15% better are highlighted in green.
Deficiencies
| This Facility | SC Average | vs. SC Avg |
|---|---|---|---|
|
Total deficiencies
Formal regulatory issues recorded by inspectors across all inspection types.
| 11 | 12 | This facility has 8% fewer total deficiencies than a typical South Carolina nursing home (11 vs. SC avg 12).↓ 8% better |
|
Deficiencies per year
Average deficiencies per year since 2022.
| 2.8 | 3 | This facility has 7% fewer deficiencies per year than a typical South Carolina nursing home (2.8 vs. SC avg 3).↓ 7% better |
An editor-reviewed summary of the themes and findings across this facility's recent inspection reports.
South Carolina average 3.9
Last Health inspection on Apr 2025
South Carolina average 13.7
South Carolina average 3.44
Health citations are formal notices following inspections when they fail to comply with safety and care standards.
All 10 citations resulted from standard inspections.
In line with South Carolina averageSouth Carolina average: 1
100% better than South Carolina averageSouth Carolina average: 0.3
Corrected
Corrected
Corrected
Corrected
Reporting period: October 1 – December 31, 2025 (Q4 2025). Source: CMS Payroll-Based Journal report.
410% more staff per resident than South Carolina average
67% worse than South Carolina average
This data comes from the CMS Payroll-Based Journal report covering October 1 – December 31, 2025.
Manages medical care and health needs.
31 total: 29 full-time employees and 2 contractors.
31
Average shift length. Calculated as total hours divided by days worked and average staff per day.
3.4 hoursAssists with medical care and medications.
36 total: 20 full-time employees and 16 contractors.
36
Average shift length. Calculated as total hours divided by days worked and average staff per day.
3.2 hoursHelps with daily care and mobility.
91 total: 64 full-time employees and 27 contractors.
91
Average shift length. Calculated as total hours divided by days worked and average staff per day.
2.3 hours
This data comes from the CMS Payroll-Based Journal report covering October 1 – December 31, 2025.
Total hours from contractors
960 contractor hours this quarter
This data comes from the CMS Payroll-Based Journal report covering October 1 – December 31, 2025.
| Certified Nursing Assistant | 64 | 27 | 91 | 6,801 | 92 | 100% | 2.3 |
| Registered Nurse | 29 | 2 | 31 | 3,088 | 92 | 100% | 3.4 |
| Licensed Practical Nurse | 20 | 16 | 36 | 2,764 | 92 | 100% | 3.2 |
| Respiratory Therapy Technician | 10 | 0 | 10 | 566 | 75 | 82% | 2.4 |
| Speech Language Pathologist | 7 | 0 | 7 | 500 | 76 | 83% | 1.9 |
| Qualified Social Worker | 4 | 1 | 5 | 415 | 75 | 82% | 2.1 |
| RN Director of Nursing | 2 | 0 | 2 | 284 | 66 | 72% | 2.3 |
| Mental Health Service Worker | 2 | 0 | 2 | 273 | 65 | 71% | 2.3 |
| Physical Therapy Assistant | 3 | 0 | 3 | 268 | 78 | 85% | 1.8 |
| Feeding Assistant | 0 | 2 | 2 | 258 | 65 | 71% | 2.3 |
| Clinical Nurse Specialist | 3 | 0 | 3 | 238 | 62 | 67% | 2.3 |
| Occupational Therapy Aide | 1 | 0 | 1 | 146 | 64 | 70% | 2.3 |
| Nurse Practitioner | 1 | 0 | 1 | 139 | 61 | 66% | 2.3 |
| Administrator | 1 | 0 | 1 | 130 | 57 | 62% | 2.3 |
| Medical Director | 0 | 3 | 3 | 127 | 61 | 66% | 2 |
| Physical Therapy Aide | 2 | 0 | 2 | 107 | 56 | 61% | 1.9 |
| Respiratory Therapist | 3 | 0 | 3 | 79 | 46 | 50% | 1.7 |
| Dietitian | 1 | 0 | 1 | 53 | 27 | 29% | 1.9 |
| Other Dietary Services Staff | 1 | 0 | 1 | 5 | 2 | 2% | 2.6 |
| Occupational Therapy Assistant | 0 | 1 | 1 | 4 | 3 | 3% | 1.4 |
Federal penalties imposed by CMS for regulatory violations, including civil money penalties (fines) and denials of payment for new Medicare/Medicaid admissions.
Source: CMS Penalties Database
No penalties in the past 3 years
No civil money penalties or payment denials were reported in the last 3 years.
These measures show how residents usually do over time at this home, based on health outcomes and preventive care.
CMS star rating based on short-stay quality measure performance. 5 stars = much above average, 1 star = much below average.
Percent of short-stay residents assessed and appropriately given the pneumococcal vaccine
99.9%
26% better than South Carolina averageSouth Carolina average: 79.5%
Percent of short-stay residents who newly received an antipsychotic medication
0.9%
47% better than South Carolina averageSouth Carolina average: 1.7%
Percent of short-stay residents assessed and appropriately given the seasonal influenza vaccine
92.0%
18% better than South Carolina averageSouth Carolina average: 78.0%
Percentage of short-stay residents who were re-hospitalized after their nursing home admission.
20.1%
19% better than South Carolina averageSouth Carolina average: 24.7%
Percentage of short-stay residents who had an outpatient emergency department visit.
14.9%
6% worse than South Carolina averageSouth Carolina average: 14.1%
Percentage of SNF residents who experience falls with major injury during their stay.
0.7%
10% better than South Carolina averageSouth Carolina average: 0.8%
Percentage of residents at or above expected ability to care for themselves at discharge.
72.7%
35% better than South Carolina averageSouth Carolina average: 53.7%
Rate of successful return to home or community from a skilled nursing facility.
65.1%
29% better than South Carolina averageSouth Carolina average: 50.6%
Quality measures are calculated from Minimum Data Set (MDS) assessments. For most measures, lower percentages indicate better care quality.
63% of new residents, usually for short-term rehab.
37% of new residents, often for short stays.
Source: CMS Long-Term Care Facility Characteristics (Data as of Jan 2026)
Total residents
22Residents meet regularly to discuss policies, care quality, and activities
Part of a Continuing Care Retirement Community offering multiple care levels
Organized group of residents that meets regularly to discuss facility policies, quality of life, and activities.
Data sourced from CMS Long-Term Care Facility Characteristics quarterly report. Payer mix reflects the current resident census by primary payment source.
Historical financial and operational data for Bishop Gadsden Episcopal Retirement Community from 2018–2023, based on CMS SNF Cost Reports.
Based on CMS SNF Cost Report for fiscal year ending in 12/2023.
Net patient revenue — what the home actually collects for resident care, after contractual allowances, bad debt and discounts are subtracted from its gross charges (CMS cost report, Worksheet G-3). It covers resident care only; money the home earns from other sources is shown separately as "Other income."
Net patient income: net patient revenue minus the home's total operating expenses. A positive figure means it earns more from resident care than it spends to deliver it; a negative figure means the opposite. It excludes non-operating "other income."
Net patient revenue — what the home actually collects for resident care, after contractual allowances, bad debt and discounts are subtracted from its gross charges (CMS cost report, Worksheet G-3). It covers resident care only; money the home earns from other sources is shown separately as "Other income."
Net patient income: net patient revenue minus the home's total operating expenses. A positive figure means it earns more from resident care than it spends to deliver it; a negative figure means the opposite. It excludes non-operating "other income."
Money the home earns outside of resident care — such as investments, grants, rentals and other non-operating sources (CMS cost report, Worksheet G-3). It is tracked separately from net patient revenue: it is not part of that figure, and it is not included in net patient income.
Staff salaries plus wage-related costs — benefits such as payroll taxes, health insurance and retirement — from the home's own accounting records (CMS cost report, Worksheet A). Contract or agency labor is counted separately, under other operating costs.
Rank #1 / 125Payroll — State benchmarkedThis home is ranked 1st out of 125 homes in South Carolina. Shows total annual staff payroll benchmarked to the South Carolina average. Higher payroll investment relative to peers often signals better staffing and less reliance on cheaper contract labor.Rankings are based only on facilities in South Carolina that report data for that category. Facilities without available data are excluded from the ranking.Click the rank badge to see the full State ranking.Click here to see the full State ranking.
Payroll as a share of revenue: staff salaries and wage-related benefits divided by net patient revenue. A higher figure means more of each revenue dollar goes to staff pay.
Rank #87 / 125Payroll % — State benchmarkedThis home is ranked 87th out of 125 homes in South Carolina. Shows payroll as a percentage of revenue versus the South Carolina average. Well-run South Carolina facilities typically land around 53–64% — the top third Statewide. Below 25% may signal understaffing or heavy agency use — read with Staffing ratings.Rankings are based only on facilities in South Carolina that report data for that category. Facilities without available data are excluded from the ranking.Click the rank badge to see the full State ranking.Click here to see the full State ranking.
Everything it costs to run the home apart from payroll — food, utilities, supplies, maintenance, contract labor and administration. Calculated as total operating expense minus payroll (staff salaries and wage-related benefits).
The home's total operating expense for the year — all the costs of running it, salaries included (CMS cost report, Worksheet G-3).
Most residents typically stay for a few weeks or months before returning home or moving on.
Most new residents arrive under Medicare (63% of admissions), and a typical Medicare stay runs around 19 days.
Coverage residents most often arrive under.
Coverage residents most often leave under.
1 Bishop Gadsden Way, Charleston, SC 29412-3506
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The information below is reported by the South Carolina Department of Public Health, Bureau of Healthcare Quality.
| Nhc Healthcare Charleston | NH HC NC | Charleston | 132
Facility
132
SC AVG
90
Rank
#37 / 309 |
77.1%
Facility
77.1%
SC AVG
82.1%
Rank
#93 / 131 | -6% | 5.09
Facility
5.09
SC AVG
4.00
Rank
#12 / 121 | +37% | +27% | $0
Facility
$0
SC AVG
$34.8k
Rank
#1 / 123 | 4
Facility
4
SC AVG
13.7
Rank
#8 / 122 | 2.0
Facility
2.0
SC AVG
3.4
Rank
#14 / 122 | - | 81 | A+ | - | Gregory Bartlett | $16.1M
Facility
$16.1M
SC AVG
$13.0M
Rank
#19 / 125 | $9.1M
Facility
$9.1M
SC AVG
$5.4M
Rank
#15 / 125 | 56.3%
Facility
56.3%
SC AVG
44%
Rank
#70 / 125 | 425381 | ||||
| Bishop Gadsden Episcopal Retirement Community | NH AL IL MC | Charleston | 123
Facility
123
SC AVG
90
Rank
#59 / 309 | - | - | 5.57
Facility
5.57
SC AVG
4.00
Rank
#8 / 121 | +61% | +39% | $0
Facility
$0
SC AVG
$34.8k
Rank
#1 / 123 | 10
Facility
10
SC AVG
13.7
Rank
#49 / 122 | 3.3
Facility
3.3
SC AVG
3.4
Rank
#65 / 122 | 1 | 26 | - | - | Lynne L Kerrison | $51.8M
Facility
$51.8M
SC AVG
$13.0M
Rank
#1 / 125 | $30.8M
Facility
$30.8M
SC AVG
$5.4M
Rank
#1 / 125 | 59.5%
Facility
59.5%
SC AVG
44%
Rank
#87 / 125 | 425411 | ||||
| Kempton of Charleston | NH AL MC | Charleston | 89
Facility
89
SC AVG
90
Rank
#142 / 309 |
60.5%
Facility
60.5%
SC AVG
82.1%
Rank
#115 / 131 | -26% | 4.44
Facility
4.44
SC AVG
4.00
Rank
#32 / 121 | +8% | +11% | $6.0k
Facility
$6.0k
SC AVG
$34.8k
Rank
#63 / 123 | 4
Facility
4
SC AVG
13.7
Rank
#8 / 122 | 2.0
Facility
2.0
SC AVG
3.4
Rank
#14 / 122 | - | 20 | - | - | Spring Street Senior Housing Opco LLC | $6.3M
Facility
$6.3M
SC AVG
$13.0M
Rank
#109 / 125 | $4.8M
Facility
$4.8M
SC AVG
$5.4M
Rank
#97 / 125 | 75.9%
Facility
75.9%
SC AVG
44%
Rank
#17 / 125 | 425418 | ||||
| Wellmore of Daniel Island | NH AL IL MC NC | Charleston (Daniel Island) | 174
Facility
174
SC AVG
90
Rank
#16 / 309 |
29.3%
Facility
29.3%
SC AVG
82.1%
Rank
#125 / 131 | -64% | 4.60
Facility
4.60
SC AVG
4.00
Rank
#23 / 121 | +3% | +15% | $12.7k
Facility
$12.7k
SC AVG
$34.8k
Rank
#85 / 123 | 18
Facility
18
SC AVG
13.7
Rank
#96 / 122 | 3.6
Facility
3.6
SC AVG
3.4
Rank
#73 / 122 | 1 | 48 | - |
12
Facility
12
SC AVG
32
Rank
#185 / 232 | Wdi Parent LLC | $7.7M
Facility
$7.7M
SC AVG
$13.0M
Rank
#21 / 125 | $6.9M
Facility
$6.9M
SC AVG
$5.4M
Rank
#31 / 125 | 89.2%
Facility
89.2%
SC AVG
44%
Rank
#101 / 125 | 425414 | ||||
| Ashley River Healthcare | NH | Charleston (Sandhurst) | 125
Facility
125
SC AVG
90
Rank
#56 / 309 |
69.9%
Facility
69.9%
SC AVG
82.1%
Rank
#106 / 131 | -15% | 3.77
Facility
3.77
SC AVG
4.00
Rank
#61 / 121 | -41% | -6% | $46.2k
Facility
$46.2k
SC AVG
$34.8k
Rank
#115 / 123 | 27
Facility
27
SC AVG
13.7
Rank
#114 / 122 | 5.4
Facility
5.4
SC AVG
3.4
Rank
#110 / 122 | 3 | 97 | - |
45
Facility
45
SC AVG
32
Rank
#60 / 232 | - | $8.9M
Facility
$8.9M
SC AVG
$13.0M
Rank
#107 / 125 | $5.8M
Facility
$5.8M
SC AVG
$5.4M
Rank
#81 / 125 | 65.2%
Facility
65.2%
SC AVG
44%
Rank
#4 / 125 | 425362 |
Bishop Gadsden Episcopal Retirement Community is located in CHARLESTON, South Carolina.
Here are the financial assistance programs available to residents in South Carolina.
According to SC state health department records, Bishop Gadsden Episcopal Retirement Community's license number is CRC-0451.
Bishop Gadsden Episcopal Retirement Community's occupancy is 79.7%.
The team at Bishop Gadsden Episcopal Retirement Community can be reached at JONNA.COOK@BISHOPGADSDEN.ORG.
Bishop Gadsden Episcopal Retirement Community is registered as a non-profit in SC.
Jonna Cook is the administrator of Bishop Gadsden Episcopal Retirement Community.
Bishop Gadsden Episcopal Retirement Community has 123 beds.
Yes — there are 19 photos of Bishop Gadsden Episcopal Retirement Community in the photo gallery on this page.
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