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.
Mckinley Nursing is a 3-star Medicare and Medicaid certified nursing home in Canton, Ohio with 176 certified beds. It has been operating since 1985. Its overall CMS rating is 3 out of 5.
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 food and drink is palatable, attractive, and at a safe and appetizing temperature.
Ensure meals and snacks are served at times in accordance with resident’s needs, preferences, and requests. Suitable and nourishing alternative meals and snacks must be provided for residents who want to eat at non-traditional times or outside of scheduled meal times.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Administer the facility in a manner that enables it to use its resources effectively and efficiently.
Conduct and document a facility-wide assessment to determine what resources are necessary to care for residents competently during both day-to-day operations (including nights and weekends) and emergencies.
Hire a qualified full-time social worker in a facility with more than 120 beds.
Set up an ongoing quality assessment and assurance group to review quality deficiencies and develop corrective plans of action.
Conduct mandatory training, for all staff, on the facility’s Quality Assurance and Performance Improvement Program.
Ensure nurse aides have the skills they need to care for residents, and give nurse aides education in dementia care and abuse prevention.
Allow resident to participate in the development and implementation of his or her person-centered plan of care.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
Protect each resident from the wrongful use of the resident's belongings or money.
Develop and implement policies and procedures to prevent abuse, neglect, and theft.
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.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Ensure that the resident and his/her doctor meet face-to-face at all required visits.
Ensure each resident receives and the facility provides food prepared in a form designed to meet individual needs.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
Make sure that the nursing home area is safe, easy to use, clean and comfortable for residents, staff and the public.
Ensure that residents are fully informed and understand their health status, care and treatments.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
+ 47 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 |
|---|---|---|---|---|
| MCKINLEY HOLDCO | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 100% | Jun 30, 2024 |
| MCKINLEY OPCO | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | 93% | Jun 30, 2024 |
| ZIMBERG, JACOB | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 7% | Jun 30, 2024 |
| ZIMBERG, JACOB | CORPORATE OFFICER | Individual | N/A | Jun 30, 2024 |
| LEKOVO DIOR BARKINGS | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Jun 30, 2024 |
| ZIMBERG, JACOB | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jun 30, 2024 |
| MCKINLEY OPCO | ADP OF THE SNF | Organization | N/A | Nov 12, 2024 |
| KNAPP, ROBERT | ADP OF THE SNF | Individual | N/A | Jun 30, 2024 |
| MCCLAIN, BRIAN | ADP OF THE SNF | Individual | N/A | Jun 30, 2024 |
Compare CMS ratings and recorded fines for Mckinley Nursing 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.