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.
Hudson Springs Nursing and Rehab is a 3-star Medicare and Medicaid certified nursing home in Stow, Ohio with 80 certified beds. It has been operating since 2015. Its overall CMS rating is 3 out of 5.
Honor the resident's right to be treated with respect and dignity and to retain and use personal possessions.
Ensure food and drink is palatable, attractive, and at a safe and appetizing temperature.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
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.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
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.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Provide care and assistance to perform activities of daily living for any resident who is unable.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Properly hold, secure, and manage each resident's personal money which is deposited with the nursing home.
Encode each resident’s assessment data and transmit these data to the State within 7 days of assessment.
Provide enough nursing staff every day to meet the needs of every resident; and have a licensed nurse in charge on each shift.
Ensure each resident receives and the facility provides food prepared in a form designed to meet individual needs.
Honor the resident's right to and the facility must promote and facilitate resident self-determination through support of resident choice.
Give residents notice of Medicaid/Medicare coverage and potential liability for services not covered.
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, appropriate dialysis care/services for a resident who requires such services.
Provide care or services that was trauma informed and/or culturally competent.
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.
+ 7 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 |
|---|---|---|---|---|
| YFR EQUITIES LLC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | N/A | Jun 27, 2024 |
| BARENBAUM, BRYAN | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | N/A | Jun 27, 2024 |
| FRIEDMAN, GITTY | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | N/A | Jun 27, 2024 |
| FRIEDMAN, MATIS | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 46% | Jun 27, 2024 |
| FRIEDMAN, PESSI | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | N/A | Jun 27, 2024 |
| MAHILNITSKI, ILYA | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 35% | Jun 27, 2024 |
| FRIEDMAN, MATIS | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 5% | Jun 27, 2024 |
| FRIEDMAN, MATIS | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jun 27, 2024 |
| MAHILNITSKI, ILYA | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jun 27, 2024 |
| WADE, TIFFANY | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jun 27, 2024 |
| FRIEDMAN, MATIS | CORPORATE DIRECTOR | Individual | N/A | Jun 27, 2024 |
| FRIEDMAN, MATIS | CORPORATE OFFICER | Individual | N/A | Jun 27, 2024 |
| MAHILNITSKI, ILYA | CORPORATE OFFICER | Individual | N/A | Jun 27, 2024 |
| FRIEDMAN, MATIS | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jun 27, 2024 |
| MAHILNITSKI, ILYA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jun 27, 2024 |
| WADE, TIFFANY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jun 27, 2024 |
| FRIEDMAN, MATIS | ADP OF THE SNF | Individual | N/A | Jun 27, 2024 |
| MAHILNITSKI, ILYA | ADP OF THE SNF | Individual | N/A | Jun 27, 2024 |
| WADE, TIFFANY | ADP OF THE SNF | Individual | N/A | Jun 27, 2024 |
Compare CMS ratings and recorded fines for Hudson Springs Nursing and Rehab 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 7 facilities. View all →