• CMS rates this facility 3/5 stars (average)
• Has 135 certified beds with an average of 127 residents per day (94% occupancy)
• Last health inspection found 6 deficiencies (inspected Nov 18, 2025)
• Has been fined a total of $16,334 across 2 fine(s)
• Total nursing staff: 3.64 hours per resident per day
• Staff turnover rate: 53.4% (high)
• Part of the Transitions Healthcare chain (6 facilities)
Transitions Healthcare Gettysburg is a 3-star Medicare and Medicaid certified nursing home in Gettysburg, Pennsylvania with 135 certified beds. It has been operating since 1989. The facility scored at average compared to Pennsylvania facilities.
Honor the resident's right to voice grievances without discrimination or reprisal and the facility must establish a grievance policy and make prompt efforts to resolve grievances.
Ensure each resident receives an accurate assessment.
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 safe and appropriate respiratory care for a resident when needed.
Ensure food and drink is palatable, attractive, and at a safe and appetizing temperature.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
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.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
Provide safe and appropriate respiratory care for a resident when needed.
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.
Provide special eating equipment and utensils for residents who need them and appropriate assistance.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Ensure each resident receives an accurate assessment.
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 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.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Provide care or services that was trauma informed and/or culturally competent.
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.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Provide and implement an infection prevention and control program.
Ensure nurse aides have the skills they need to care for residents, and give nurse aides education in dementia care and abuse prevention.
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 |
|---|---|---|---|---|
| FELDMAN, MARC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 33% | Aug 9, 2011 |
| MAURANO, MATTHEW | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 33% | Aug 9, 2011 |
| WILLIAMS, KEVIN | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 33% | Aug 9, 2011 |
| AVIV FINANCING II LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Aug 9, 2011 |
| AVIV HEALTHCARE PROPERTIES OPERATING PARTNERSHIP I LP | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Aug 9, 2011 |
| AVIV OP LIMITED PARTNER LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Sep 1, 2016 |
| OHI HEALTHCARE PROPERTIES HOLDCO, INC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Sep 1, 2016 |
| OHI HEALTHCARE PROPERTIES LIMITED PARTNERSHIP | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Sep 1, 2016 |
| OMEGA HEALTHCARE INVESTORS INC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Sep 1, 2016 |
| TRANSITIONS HEALTHCARE LLC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Aug 9, 2011 |
| CORLEY, LISA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Apr 16, 2025 |
| DECORT, RYAN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Feb 1, 2023 |
| FELDMAN, MARC | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Aug 9, 2011 |
| MAURANO, MATTHEW | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Aug 9, 2011 |
| WILLIAMS, KEVIN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Aug 9, 2011 |
This chain operates 6 facilities. View all →