CMS data snapshot: July 2026
Facility results compared with averages for CMS-certified nursing homes in Pennsylvania. 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.
Morrisons Cove Home is a 5-star Medicare and Medicaid certified nursing home in Martinsburg, Pennsylvania with 114 certified beds. It has been operating since 1983. Its overall CMS rating is 5 out of 5.
Ensure that residents are fully informed and understand their health status, care and treatments.
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.
Provide for the safe, appropriate administration of IV fluids for a resident when needed.
Provide safe, appropriate dialysis care/services for a resident who requires such services.
Provide timely notification to the resident, and if applicable to the resident representative and ombudsman, before transfer or discharge, including appeal rights.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
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.
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.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Provide for the safe, appropriate administration of IV fluids for a resident when needed.
Provide care or services that was trauma informed and/or culturally competent.
Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
Set up an ongoing quality assessment and assurance group to review quality deficiencies and develop corrective plans of action.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
Have the Quality Assessment and Assurance group have the required members and meet at least quarterly
Develop and implement policies and procedures to prevent abuse, neglect, and theft.
Assess the resident completely in a timely manner when first admitted, and then periodically, at least every 12 months.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
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.
Set up an ongoing quality assessment and assurance group to review quality deficiencies and develop corrective plans of action.
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 |
|---|---|---|---|---|
| BLACK, SCOTT | W-2 MANAGING EMPLOYEE | Individual | N/A | Jun 20, 2018 |
| JONES, COREY | W-2 MANAGING EMPLOYEE | Individual | N/A | Jun 29, 1998 |
| ROBISON, BONNIE | W-2 MANAGING EMPLOYEE | Individual | N/A | Apr 16, 2014 |
| BIDDLE, KAREN | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2014 |
| CAPORUSCIO, JAMES | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2005 |
| CRAGAN, CONSTANCE | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2003 |
| FARRINGER, IMOGENE | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2022 |
| HALBRITTER, BARRY | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2006 |
| KENSINGER, CHARLES | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2022 |
| NEFF, ROBERT | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2022 |
| SELL, JANET | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2022 |
| WASON, HARVEY | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2022 |
| JONES, COREY | CORPORATE OFFICER | Individual | N/A | Jun 29, 1998 |
Compare CMS ratings and recorded fines for Morrisons Cove Home 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.