CMS data snapshot: July 2026
• CMS rates this facility 1/5 stars (below average)
• Google users rate it 0.0/5 based on 0 reviews
• Has 202 certified beds with an average of 89 residents per day (44% occupancy)
• Last health inspection found 24 deficiencies (inspected Aug 7, 2024)
• Has been fined a total of $260,624 across 7 fine(s)
• Total nursing staff: 3.42 hours per resident per day
• Staff turnover rate: 65.9% (high)
• Part of the Petersen Health Care chain (12 facilities)
Cost data: Genworth/CareScout Cost of Care Survey (2024). Demographics: U.S. Census Bureau ACS (2022).
Timbercreek Rehab and Health Care Center is a 1-star Medicare and Medicaid certified nursing home in Pekin, Illinois with 202 certified beds. It has been operating since 1974. The facility scored below average compared to Illinois facilities.
Ensure food and drink is palatable, attractive, and at a safe and appetizing temperature.
Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Conduct mandatory training, for all staff, on the facility’s Quality Assurance and Performance Improvement Program.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
Provide appropriate care for residents who are continent or incontinent of bowel/bladder, appropriate catheter care, and appropriate care to prevent urinary tract infections.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
Provide enough nursing staff every day to meet the needs of every resident; and have a licensed nurse in charge on each shift.
Provide safe, appropriate pain management for a resident who requires such services.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Provide timely notification to the resident, and if applicable to the resident representative and ombudsman, before transfer or discharge, including appeal rights.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Create and put into place a plan for meeting the resident's most immediate needs within 48 hours of being admitted
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 pressure ulcer care and prevent new ulcers from developing.
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.
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 safe, clean, comfortable and homelike environment, including but not limited to receiving treatment and supports for daily living safely.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
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.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
+ 44 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 |
|---|---|---|---|---|
| PETERSEN, MARK | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | N/A | Sep 30, 2005 |
| PETERSEN, MARK | CORPORATE DIRECTOR | Individual | N/A | Jan 24, 2006 |
| WOODLE, JEREMY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jun 1, 2018 |
This chain operates 12 facilities. View all →