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.
Pickerington Care and Rehabilitation is a 3-star Medicare and Medicaid certified nursing home in Pickerington, Ohio with 96 certified beds. It has been operating since 1984. Its overall CMS rating is 3 out of 5.
Ensure the transfer/discharge meets the resident's needs/preferences and that the resident is prepared for a safe transfer/discharge.
Provide care and assistance to perform activities of daily living for any resident who is unable.
Make sure that the nursing home area is safe, easy to use, clean and comfortable for residents, staff and the public.
Allow residents to easily view the nursing home's survey results and communicate with advocate agencies.
Make sure that the nursing home area is safe, easy to use, clean and comfortable for residents, staff and the public.
Provide appropriate care for a resident to maintain and/or improve range of motion (ROM), limited ROM and/or mobility, unless a decline is for a medical reason.
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 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.
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 appropriate care for residents who are continent or incontinent of bowel/bladder, appropriate catheter care, and appropriate care to prevent urinary tract infections.
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 safe, appropriate pain management for a resident who requires such services.
Provide enough nursing staff every day to meet the needs of every resident; and have a licensed nurse in charge on each shift.
Ensure a licensed pharmacist perform a monthly drug regimen review, including the medical chart, following irregularity reporting guidelines in developed policies and procedures.
Ensure residents have reasonable access to and privacy in their use of communication methods.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
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.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
+ 18 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 |
|---|---|---|---|---|
| EMBASSY HEALTHCARE HOLDINGS INC | DIRECT OWNERSHIP INTEREST | Organization | N/A | Mar 1, 2020 |
| 2020 GSR DYNASTY LLC | INDIRECT OWNERSHIP INTEREST | Organization | N/A | Nov 9, 2022 |
| AARON HANDLER FAMILY DYNASTY TRUST | INDIRECT OWNERSHIP INTEREST | Organization | N/A | Nov 9, 2022 |
| AH DYNASTY LLC | INDIRECT OWNERSHIP INTEREST | Organization | N/A | Nov 9, 2022 |
| GEORGE S. REPCHICK 2020 FAMILY DYNASTY TRUST | INDIRECT OWNERSHIP INTEREST | Organization | N/A | Nov 9, 2022 |
| HANDLER, AARON | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Mar 1, 2020 |
| REPCHICK, GEORGE | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Mar 1, 2020 |
| EMBASSY HEALTHCARE MANAGEMENT INC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Mar 1, 2020 |
| HERITAGE EMPLOYMENT SERVICES, LLC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Mar 1, 2020 |
| HANDLER, AARON | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 1, 2020 |
| KUNAKA, KUDA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2025 |
| REPCHICK, GEORGE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 1, 2020 |
| WILLIAMS, ELIJAH | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2025 |
| EMBASSY HEALTHCARE MANAGEMENT INC | ADP OF THE SNF | Organization | N/A | Jun 18, 2025 |
| HERITAGE EMPLOYMENT SERVICES, LLC | ADP OF THE SNF | Organization | N/A | Jun 18, 2025 |
| HANDLER, AARON | ADP OF THE SNF | Individual | N/A | Mar 1, 2020 |
| KUNAKA, KUDA | ADP OF THE SNF | Individual | N/A | Jan 1, 2025 |
| REPCHICK, GEORGE | ADP OF THE SNF | Individual | N/A | Mar 1, 2020 |
| WILLIAMS, ELIJAH | ADP OF THE SNF | Individual | N/A | Jan 1, 2025 |
Compare CMS ratings and recorded fines for Pickerington Care 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.
This chain operates 35 facilities. View all →