CMS data snapshot: July 2026
Facility results compared with averages for CMS-certified nursing homes in Virginia. 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.
Shore Health & Rehab Center is a 4-star Medicare and Medicaid certified nursing home in Parksley, Virginia with 136 certified beds. It has been operating since 1998. Its overall CMS rating is 4 out of 5.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Ensure services provided by the nursing facility meet professional standards of quality.
Provide appropriate care for residents who are continent or incontinent of bowel/bladder, appropriate catheter care, and appropriate care to prevent urinary tract infections.
Honor the resident's right to be treated with respect and dignity and to retain and use personal possessions.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Try different approaches before using a bed rail. If a bed rail is needed, the facility must (1) assess a resident for safety risk; (2) review these risks and benefits with the resident/representative; (3) get informed consent; and (4) Correctly install and maintain the bed rail.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Provide care and assistance to perform activities of daily living for any resident who is unable.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
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.
The resident has the right to receive notices in a format and a language he or she understands.
Make sure there is a pest control program to prevent/deal with mice, insects, or other pests.
The resident has the right to receive notices in a format and a language he or she understands.
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.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Not transfer or discharge a resident without an adequate reason; and must provide documentation and convey specific information when a resident is transferred or discharged.
Provide timely notification to the resident, and if applicable to the resident representative and ombudsman, before transfer or discharge, including appeal rights.
Coordinate assessments with the pre-admission screening and resident review program; and referring for services as needed.
Create and put into place a plan for meeting the resident's most immediate needs within 48 hours of being admitted
Ensure services provided by the nursing facility meet professional standards of quality.
Provide care and assistance to perform activities of daily living for any resident who is unable.
Have a registered nurse on duty 8 hours a day; and select a registered nurse to be the director of nurses on a full time basis.
+ 4 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 |
|---|---|---|---|---|
| SABER HEALTHCARE HOLDINGS LLC | DIRECT OWNERSHIP INTEREST | Organization | N/A | Feb 1, 2018 |
| BENJAMIN N. VOLPE FAMILY DYNASTY TRUST (DATED DECEMBER 29, 2020) | INDIRECT OWNERSHIP INTEREST | Organization | N/A | Jan 1, 2023 |
| BNV DYNASTY LLC | INDIRECT OWNERSHIP INTEREST | Organization | N/A | Jan 1, 2023 |
| DECANTED WILLIAM I. WEISBERG FAMILY DYNASTY TRUST (DATED SEPT 30, 2020 | INDIRECT OWNERSHIP INTEREST | Organization | N/A | Jan 1, 2023 |
| WIW DYNASTY LLC | INDIRECT OWNERSHIP INTEREST | Organization | N/A | Jan 1, 2023 |
| VOLPE, BENJAMIN | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Mar 1, 2019 |
| WEISBERG, WILLIAM | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Feb 1, 2018 |
| VOLPE, BENJAMIN | CORPORATE DIRECTOR | Individual | N/A | Mar 1, 2019 |
| WEISBERG, WILLIAM | CORPORATE DIRECTOR | Individual | N/A | Mar 1, 2019 |
| NICOLUZAKIS, GREGORY | CORPORATE OFFICER | Individual | N/A | Mar 1, 2019 |
| VOLPE, BENJAMIN | CORPORATE OFFICER | Individual | N/A | Mar 1, 2019 |
| WEISBERG, WILLIAM | CORPORATE OFFICER | Individual | N/A | Mar 1, 2019 |
| SHG MANAGEMENT LLC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Sep 1, 2019 |
| JACKSON, ASHLEY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jun 28, 2022 |
| NOTTINGHAM, LISA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 6, 2018 |
| WEISBERG, WILLIAM | INDIVIDUAL IS AN OWNER, PARTNER OR TRUSTEE OF ANY ADP OF THE SNF | Individual | N/A | Feb 18, 2026 |
| BENJAMIN N. VOLPE FAMILY DYNASTY TRUST (DATED DECEMBER 29, 2020) | ADP OF THE SNF | Organization | N/A | Jan 1, 2023 |
| BNV DYNASTY LLC | ADP OF THE SNF | Organization | N/A | Jan 1, 2023 |
| CIBC BANK USA | ADP OF THE SNF | Organization | N/A | Feb 26, 2021 |
| CITRIN COOPERMAN ADVISORS LLC | ADP OF THE SNF | Organization | N/A | Feb 1, 2018 |
| DECANTED WILLIAM I. WEISBERG FAMILY DYNASTY TRUST (DATED SEPT 30, 2020 | ADP OF THE SNF | Organization | N/A | Jan 1, 2023 |
| SABER GOVERNANCE LLC | ADP OF THE SNF | Organization | N/A | Sep 1, 2019 |
| SABER HEALTHCARE GROUP LLC | ADP OF THE SNF | Organization | N/A | Feb 1, 2018 |
| SHG MANAGEMENT LLC | ADP OF THE SNF | Organization | N/A | Sep 1, 2019 |
| SHORE REAL ESTATE GROUP, LLC | ADP OF THE SNF | Organization | N/A | Feb 26, 2021 |
| TCF NATIONAL BANK | ADP OF THE SNF | Organization | N/A | Feb 14, 2018 |
| WALKER & ASSOCIATES PC | ADP OF THE SNF | Organization | N/A | Feb 1, 2018 |
| WIW DYNASTY LLC | ADP OF THE SNF | Organization | N/A | Jan 1, 2023 |
| BARAL, SARAD | ADP OF THE SNF | Individual | N/A | Mar 1, 2018 |
| JACKSON, ASHLEY | ADP OF THE SNF | Individual | N/A | Jun 28, 2022 |
| NICOLUZAKIS, GREGORY | ADP OF THE SNF | Individual | N/A | Mar 1, 2019 |
| NOTTINGHAM, LISA | ADP OF THE SNF | Individual | N/A | Mar 6, 2018 |
| VOLPE, BENJAMIN | ADP OF THE SNF | Individual | N/A | Mar 1, 2019 |
| WEISBERG, WILLIAM | ADP OF THE SNF | Individual | N/A | Feb 1, 2018 |
Compare CMS ratings and recorded fines for Shore Health & Rehab Center 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 127 facilities. View all →