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.
Concord Care and Rehabilitation Center is a 4-star Medicare and Medicaid certified nursing home in Sandusky, Ohio with 50 certified beds. It has been operating since 1992. Its overall CMS rating is 4 out of 5.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Employ sufficient staff with the appropriate competencies and skills sets to carry out the functions of the food and nutrition service, including a qualified dietician.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Set up an ongoing quality assessment and assurance group to review quality deficiencies and develop corrective plans of action.
Have the Quality Assessment and Assurance group have the required members and meet at least quarterly
Ensure food and drink is palatable, attractive, and at a safe and appetizing temperature.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
Ensure that residents are fully informed and understand their health status, care and treatments.
Honor the resident's right to and the facility must promote and facilitate resident self-determination through support of resident choice.
Assess the resident completely in a timely manner when first admitted, and then periodically, at least every 12 months.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Provide care and assistance to perform activities of daily living for any resident who is unable.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
Provide appropriate care for a resident to maintain and/or improve range of motion (ROM), limited ROM and/or mobility, unless a decline is for a medical reason.
Provide safe, appropriate dialysis care/services for a resident who requires such services.
Provide or obtain laboratory tests/services when ordered and promptly tell the ordering practitioner of the results.
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.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Protect each resident from the wrongful use of the resident's belongings or money.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Create and put into place a plan for meeting the resident's most immediate needs within 48 hours of being admitted
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
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 |
|---|---|---|---|---|
| AMSEL, HINDY | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 10% | Jun 2, 2015 |
| GOLDSTEIN, JEFFREY | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 10% | Jun 2, 2015 |
| SHERMAN, ALEXANDER | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 13% | Jun 2, 2015 |
| SHERMAN, TZVI | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 13% | Jun 2, 2015 |
| SHERMAN, YEHUDA | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 13% | Jun 2, 2015 |
| TRATNER, BATSHEVA | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 10% | Jun 2, 2015 |
| GILBERT, CORA | W-2 MANAGING EMPLOYEE | Individual | N/A | Oct 31, 2019 |
| PARKER, DIANE | W-2 MANAGING EMPLOYEE | Individual | N/A | Aug 1, 2015 |
| GOLDSTEIN, JEFFREY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Aug 1, 2015 |
| SHERMAN, ALEXANDER | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jun 2, 2015 |
| SHERMAN, SAMUEL | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Aug 1, 2015 |
Compare CMS ratings and recorded fines for Concord Care 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.
This chain operates 20 facilities. View all →