CMS data snapshot: July 2026
Facility results compared with averages for CMS-certified nursing homes in Massachusetts. 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.
MILL Town Health and Rehabilitation is a 1-star Medicare and Medicaid certified nursing home in Amesbury, Massachusetts with 130 certified beds. It has been operating since 1988. Its overall CMS rating is 1 out of 5.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
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 policies and procedures to prevent abuse, neglect, and theft.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Ensure services provided by the nursing facility meet professional standards of quality.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
Ensure each resident must receive and the facility must provide necessary behavioral health care and services.
Ensure services provided by the nursing facility meet professional standards of quality.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
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.
Develop and implement policies and procedures for flu and pneumonia vaccinations.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Provide care and assistance to perform activities of daily living for any resident who is unable.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Ensure that feeding tubes are not used unless there is a medical reason and the resident agrees; and provide appropriate care for a resident with a feeding tube.
Provide for the safe, appropriate administration of IV fluids for a resident when needed.
Provide safe, appropriate pain management for a resident who requires such services.
Provide medically-related social services to help each resident achieve the highest possible quality of life.
Encode each resident’s assessment data and transmit these data to the State within 7 days of assessment.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
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.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
+ 31 more deficiencies
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 |
|---|---|---|---|---|
| AMESBURY MILLTOWN JJP V HOLDINGS LLC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 100% | Jun 2, 2022 |
| DRJE HOLDINGS LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Jun 2, 2022 |
| LILLA ABEGG SWANSON REVOCABLE LIVING TRUST | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Jun 2, 2022 |
| SEGGY CORP | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Jun 2, 2022 |
| THE DANIEL J BUCHHOLZ TRUST | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Jun 2, 2022 |
| THOMAS BUCHHOLZ FAMILY TRUST | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Jun 2, 2022 |
| VGTORIUOS PRODUCTIONS LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Jun 2, 2022 |
| CUZZUPOLI, JOSEPH | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | N/A | Jun 2, 2022 |
| HENNESSY, DAVID | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | N/A | Jun 2, 2022 |
| SEGALINE, MARK | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | N/A | Jun 2, 2022 |
| SWANSON, JIM | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | N/A | Jun 2, 2022 |
| FRAIOLI, PATRICK | CORPORATE DIRECTOR | Individual | N/A | Jun 2, 2022 |
| CUZZUPOLI, JOSEPH | CORPORATE OFFICER | Individual | N/A | Nov 18, 2021 |
| KOPPENHEFFER, ALEX | CORPORATE OFFICER | Individual | N/A | Jun 2, 2022 |
| WHEELER, SCOTT | CORPORATE OFFICER | Individual | N/A | Nov 18, 2021 |
| AMESBURY MILLTOWN JJP V HOLDINGS LLC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Jun 2, 2022 |
| CUZZUPOLI, JOSEPH | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jun 2, 2022 |
| FRAIOLI, PATRICK | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jun 2, 2022 |
| KOPPENHEFFER, ALEX | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jun 2, 2022 |
| WHEELER, SCOTT | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jun 2, 2022 |
Compare CMS ratings and recorded fines for MILL Town Health and Rehabilitation 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.