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.
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. Its overall CMS rating is 3 out of 5.
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.
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.
Ensure food and drink is palatable, attractive, and at a safe and appetizing temperature.
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.
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 services provided by the nursing facility meet professional standards of quality.
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.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
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.
Ensure nurse aides have the skills they need to care for residents, and give nurse aides education in dementia care and abuse prevention.
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.
Provide care or services that was trauma informed and/or culturally competent.
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 |
| CORLEY, LISA | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Apr 16, 2025 |
| DECORT, RYAN | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Feb 1, 2023 |
| MAURANO, MATTHEW | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Aug 9, 2011 |
| 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 |
| BIGLERVILLE ROAD LLC | ADP OF THE SNF | Organization | N/A | Aug 9, 2011 |
| TRANSITIONS HEALTHCARE LLC | ADP OF THE SNF | Organization | N/A | Aug 9, 2011 |
| CORLEY, LISA | ADP OF THE SNF | Individual | N/A | Apr 16, 2025 |
| DECORT, RYAN | ADP OF THE SNF | Individual | N/A | Feb 1, 2023 |
| FELDMAN, MARC | ADP OF THE SNF | Individual | N/A | Aug 9, 2011 |
| MAURANO, MATTHEW | ADP OF THE SNF | Individual | N/A | Aug 9, 2011 |
| WILLIAMS, KEVIN | ADP OF THE SNF | Individual | N/A | Aug 9, 2011 |
Compare CMS ratings and recorded fines for Transitions Healthcare Gettysburg 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 6 facilities. View all →