• CMS rates this facility 3/5 stars (average)
• Has 50 certified beds with an average of 44.2 residents per day (88% occupancy)
• Last health inspection found 8 deficiencies (inspected Dec 12, 2024)
• No fines on record
• Total nursing staff: 3.24 hours per resident per day
• Staff turnover rate: 47.7%
• Part of the Continuing Healthcare Solutions chain (12 facilities)
Crestwood Ridge Skilled Nursing and Rehab is a 3-star Medicare and Medicaid certified nursing home in Hillsboro, Ohio with 50 certified beds. It has been operating since 1993. The facility scored at average compared to Ohio facilities.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
Give residents notice of Medicaid/Medicare coverage and potential liability for services not covered.
Assess the resident when there is a significant change in condition
Coordinate assessments with the pre-admission screening and resident review program; and referring for services as needed.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
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.
Have the Quality Assessment and Assurance group have the required members and meet at least quarterly
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Provide timely notification to the resident, and if applicable to the resident representative and ombudsman, before transfer or discharge, including appeal rights.
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.
Permit a resident to return to the nursing home after hospitalization or therapeutic leave that exceeds bed-hold policy.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
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 treatment and care according to orders, resident’s preferences and goals.
Provide safe and appropriate respiratory care for a resident when needed.
Provide the appropriate treatment and services to a resident who displays or is diagnosed with mental disorder or psychosocial adjustment difficulty, or who has a history of trauma and/or post-traumatic stress disorder.
Ensure a licensed pharmacist perform a monthly drug regimen review, including the medical chart, following irregularity reporting guidelines in developed policies and procedures.
Ensure each resident’s drug regimen must be free from unnecessary drugs.
Implement gradual dose reductions(GDR) and non-pharmacological interventions, unless contraindicated, prior to initiating or instead of continuing psychotropic medication; and PRN orders for psychotropic medications are only used when the medication is necessary and PRN use is limited.
Make sure that the nursing home area is safe, easy to use, clean and comfortable for residents, staff and the public.
Provide activities to meet all resident's needs.
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.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
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 |
|---|---|---|---|---|
| CONTINUING HEALTHCARE SOLUTIONS INC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 100% | Nov 18, 2011 |
| BUNNER, MICHAEL | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 5% | Nov 18, 2011 |
| MALLETT, CHRISTOPHER | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 25% | Jan 1, 2013 |
| PARSONS, BENJAMIN | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 20% | Jan 1, 2013 |
| SPRENGER, MARK | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 25% | Jan 1, 2014 |
| SPRENGER, TIMOTHY | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 25% | Jan 1, 2013 |
| CONTINUING HEALTHCARE SOLUTIONS INC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | May 1, 2012 |
| PARSONS, BENJAMIN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2018 |
| BUNNER, MICHAEL | CORPORATE DIRECTOR | Individual | N/A | Nov 18, 2011 |
| MALLETT, CHRISTOPHER | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2013 |
| PARSONS, BENJAMIN | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2013 |
| SPRENGER, MARK | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2014 |
| SPRENGER, TIMOTHY | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2013 |
| BUNNER, MICHAEL | CORPORATE OFFICER | Individual | N/A | Nov 18, 2011 |
| MALLETT, CHRISTOPHER | CORPORATE OFFICER | Individual | N/A | Jan 1, 2013 |
| PARSONS, BENJAMIN | CORPORATE OFFICER | Individual | N/A | Jan 1, 2013 |
| SPRENGER, MARK | CORPORATE OFFICER | Individual | N/A | Jan 1, 2014 |
| SPRENGER, TIMOTHY | CORPORATE OFFICER | Individual | N/A | Jan 1, 2013 |
This chain operates 12 facilities. View all →