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.
Urbana Health & Rehabilitation Center is a 2-star Medicare and Medicaid certified nursing home in Urbana, Ohio with 50 certified beds. It has been operating since 1978. Its overall CMS rating is 2 out of 5.
Make sure that the nursing home area is safe, easy to use, clean and comfortable for residents, staff and the public.
Honor the resident's right to organize and participate in resident/family groups in the facility.
Ensure food and drink is palatable, attractive, and at a safe and appetizing temperature.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Make sure that the nursing home area is safe, easy to use, clean and comfortable for residents, staff and the public.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
Honor the resident's right to be treated with respect and dignity and to retain and use personal possessions.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Coordinate assessments with the pre-admission screening and resident review program; and referring for services as needed.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
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.
Make sure there is a pest control program to prevent/deal with mice, insects, or other pests.
Allow resident to participate in the development and implementation of his or her person-centered plan of care.
Notify each resident of certain balances and convey resident funds upon discharge, eviction, or death.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
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.
Ensure a licensed pharmacist perform a monthly drug regimen review, including the medical chart, following irregularity reporting guidelines in developed policies and procedures.
Implement gradual dose reductions(GDR) and non-pharmacological interventions, unless contraindicated, prior to initiating or instead of continuing psychotropic medication; and PRN orders for psychotropic medications are only used when the medication is necessary and PRN use is limited.
+ 9 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 |
|---|---|---|---|---|
| WWBV HOLDINGS LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | 100% | Sep 30, 2019 |
| DECANTED WILLIAM I. WEISBERG FAMILY DYNASTY TRUST (DATED SEPT 30, 2020 | INDIRECT OWNERSHIP INTEREST | Organization | N/A | Jan 1, 2023 |
| SHH HOLDINGS LLC | INDIRECT OWNERSHIP INTEREST | Organization | N/A | Mar 1, 2019 |
| WIW DYNASTY LLC | INDIRECT OWNERSHIP INTEREST | Organization | N/A | Jan 1, 2020 |
| HOHLEFELDER, JASON | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jan 25, 2024 |
| 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 |
| SABER GOVERNANCE LLC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Sep 1, 2019 |
| SHG MANAGEMENT LLC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Sep 1, 2019 |
| BLUMENSCHEIN, TONYA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jun 14, 2021 |
| HOHLEFELDER, JASON | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Dec 19, 2022 |
| BNV DYNASTY LLC | LIMITED PARTNERSHIP INTEREST | Organization | N/A | Jan 1, 2023 |
| WIW DYNASTY LLC | LIMITED PARTNERSHIP INTEREST | Organization | N/A | Jan 1, 2020 |
| WEISBERG, WILLIAM | INDIVIDUAL IS AN OWNER, PARTNER OR TRUSTEE OF ANY ADP OF THE SNF | Individual | N/A | Aug 8, 2025 |
| 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 |
| CITRIN COOPERMAN ADVISORS LLC | ADP OF THE SNF | Organization | N/A | Dec 1, 2016 |
| 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 | Dec 1, 2016 |
| SHG MANAGEMENT LLC | ADP OF THE SNF | Organization | N/A | Sep 1, 2019 |
| URBANA RE GROUP, LLC | ADP OF THE SNF | Organization | N/A | Dec 1, 2016 |
| WIW DYNASTY LLC | ADP OF THE SNF | Organization | N/A | Jan 1, 2020 |
| BLUMENSCHEIN, TONYA | ADP OF THE SNF | Individual | N/A | Jun 14, 2021 |
| HOHLEFELDER, JASON | ADP OF THE SNF | Individual | N/A | Jan 25, 2024 |
| NICOLUZAKIS, GREGORY | ADP OF THE SNF | Individual | N/A | Mar 1, 2019 |
| SCOTT, MARY | ADP OF THE SNF | Individual | N/A | May 1, 2025 |
| VOLPE, BENJAMIN | ADP OF THE SNF | Individual | N/A | Mar 1, 2019 |
| WEISBERG, WILLIAM | ADP OF THE SNF | Individual | N/A | Dec 1, 2016 |
Compare CMS ratings and recorded fines for Urbana Health & Rehabilitation 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 →