CMS data snapshot: July 2026
Facility results compared with averages for CMS-certified nursing homes in Pennsylvania. 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.
Cedar Hill Healthcare and Rehabilitation Center is a 3-star Medicare and Medicaid certified nursing home in Coraopolis, Pennsylvania with 150 certified beds. It has been operating since 1984. Its overall CMS rating is 3 out of 5.
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.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Ensure services provided by the nursing facility meet professional standards of quality.
Ensure residents do not lose the ability to perform activities of daily living unless there is a medical reason.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Provide appropriate care for residents who are continent or incontinent of bowel/bladder, appropriate catheter care, and appropriate care to prevent urinary tract infections.
Provide safe, appropriate dialysis care/services for a resident who requires such services.
Provide care or services that was trauma informed and/or culturally competent.
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.
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.
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.
Provide timely notification to the resident, and if applicable to the resident representative and ombudsman, before transfer or discharge, including appeal rights.
Ensure services provided by the nursing facility meet professional standards of quality.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Provide appropriate care for residents who are continent or incontinent of bowel/bladder, appropriate catheter care, and appropriate care to prevent urinary tract infections.
Try different approaches before using a bed rail. If a bed rail is needed, the facility must (1) assess a resident for safety risk; (2) review these risks and benefits with the resident/representative; (3) get informed consent; and (4) Correctly install and maintain the bed rail.
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.
Notify the resident or the resident’s representative in writing how long the nursing home will hold the resident’s bed in cases of transfer to a hospital or therapeutic leave.
Notify each resident of certain balances and convey resident funds upon discharge, eviction, or death.
Honor the resident's right to organize and participate in resident/family groups in the facility.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
+ 17 more deficiencies
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 |
|---|---|---|---|---|
| LIMESTONE ENTERPRISES LLC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 67% | Mar 19, 2024 |
| GESTETNER, ELLIOTT | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | N/A | Mar 19, 2024 |
| MOSKOWITZ, YISROEL | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 30% | Mar 19, 2024 |
| GEM FAMILY 2020 NGCG NEVADA TRUST | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | 67% | Mar 19, 2024 |
| CAPITAL FUNDING LLC | 5% OR GREATER MORTGAGE INTEREST | Organization | N/A | Mar 19, 2024 |
| DOSHI, BHAVANK | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Mar 19, 2024 |
| EARDLEY, ALEXIS | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Mar 19, 2024 |
| GESTETNER, COLEV | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Mar 19, 2024 |
| GESTETNER, COLEV | CORPORATE OFFICER | Individual | N/A | Mar 19, 2024 |
| DOSHI, BHAVANK | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 22, 2025 |
| EARDLEY, ALEXIS | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 22, 2025 |
| GESTETNER, COLEV | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 22, 2025 |
| MOSKOWITZ, YISROEL | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 22, 2025 |
| CAM-ELM COMPANY LLC | ADP OF THE SNF | Organization | N/A | Jan 22, 2025 |
| MTL HEALTHCARE LLC | ADP OF THE SNF | Organization | N/A | Jan 22, 2025 |
| OCEAN FISCAL SERVICES LLC | ADP OF THE SNF | Organization | N/A | Jan 22, 2025 |
| SMV CORAOPOLIS LLC | ADP OF THE SNF | Organization | N/A | Jan 22, 2025 |
| SMV INTERMEDIATE HOLDINGS I-B LLC | ADP OF THE SNF | Organization | N/A | Jan 22, 2025 |
| SMV INTERMEDIATE HOLDINGS II LLC | ADP OF THE SNF | Organization | N/A | Jan 22, 2025 |
| SMV INTERMEDIATE HOLDINGS III LLC | ADP OF THE SNF | Organization | N/A | Jan 22, 2025 |
| SMV INTERMEDIATE HOLDINGS IV LLC | ADP OF THE SNF | Organization | N/A | Jan 22, 2025 |
| SMV PROPERTY HOLDINGS LLC | ADP OF THE SNF | Organization | N/A | Jan 22, 2025 |
| SMV REAL ESTATE HOLDINGS LLC | ADP OF THE SNF | Organization | N/A | Jan 22, 2025 |
| UB LLC | ADP OF THE SNF | Organization | N/A | Jan 22, 2025 |
| COHEN, CHAYA | ADP OF THE SNF | Individual | N/A | Jan 22, 2025 |
| DOSHI, BHAVANK | ADP OF THE SNF | Individual | N/A | Jan 22, 2025 |
| GESTETNER, COLEV | ADP OF THE SNF | Individual | N/A | Jan 22, 2025 |
| KROHN, SIMCHA | ADP OF THE SNF | Individual | N/A | Jan 22, 2025 |
| MOSKOWITZ, YISROEL | ADP OF THE SNF | Individual | N/A | Jan 22, 2025 |
| SCHRON, AVI | ADP OF THE SNF | Individual | N/A | Jan 22, 2025 |
Compare CMS ratings and recorded fines for Cedar Hill Healthcare and Rehabilitation 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.