5/5
CMS (the Centers for Medicare & Medicaid Services) is the federal agency that rates nursing home quality. Its Overall Rating runs from 1 to 5 stars, combining health inspections, staffing, and quality measures, with inspections weighted most heavily.
5/5
CMS (the Centers for Medicare & Medicaid Services) is the federal agency that rates nursing home quality. Its Overall Rating runs from 1 to 5 stars, combining health inspections, staffing, and quality measures, with inspections weighted most heavily.
In our village-style life plan community, gracious public spaces complement well-designed private senior living residences, including apartments, cottages, and villas. We are a Level I Arboretum with walking trails, yet we have easy freeway access to the “big city” of Columbus and an international airport.
We make space for the gregarious and the contemplative. Residents can be as active or as quiet as they prefer, because there is no one right way to live. Freedom is an important concept at Otterbein Granville. Our residents’ fresh ideas thrive in familiar, supportive surroundings. Resident-directed activities and life-enhancing friendships enrich community life. The design supports a range of individual lifestyles, promotes community interaction, and optimizes mobility for people with a variety of physical capabilities. Many residents are lifelong learners who audit classes; attend concerts, plays and lectures; and volunteer throughout central Ohio in a variety of settings.
A comprehensive health care program is offered on campus, with health and wellness programs, physician services, therapies, assisted living, skilled nursing, memory support and long-term nursing care.
The Overall CMS Rating combines results from health inspections, staffing levels and quality measures. Health inspections carry the most weight. Staffing and quality scores can increase or decrease the final rating based on performance compared to state and national standards.
Based on the results of the facility's three most recent standard inspections and any complaint investigations. CMS reviews the number, scope, and severity of deficiencies, with more recent findings weighted more heavily.
Measures average nursing staff hours per resident per day, including Registered Nurses (RNs) and total nursing staff. Ratings are adjusted based on the level of care residents require and are compared to state and national benchmarks.
Based on clinical and physical health indicators reported to CMS, such as hospital readmissions, falls, pressure ulcers, and improvements in mobility. These measures reflect how well residents' health needs are being managed.
Daily nursing hours per resident by staff type, reported to CMS. Higher is generally better — compare this facility to state and national averages to see where staffing stands.
Total adjusted nursing hours per resident per day, combining RN, LPN, and aide time. CMS adjusts this for case-mix so facilities can be fairly compared.
| Staff type | Hours / Day / Resident | vs state avg |
|---|---|---|
|
Registered Nurse (RN)
RNs hold the highest nursing license and can assess residents, interpret test results, and direct care plans. More RN hours per day often signals stronger clinical oversight and faster response to health changes.
| 35m per day | |
|
LPN / LVN
Licensed Practical Nurses (LPNs) or Licensed Vocational Nurses (LVNs) deliver routine hands-on care — medication administration, wound dressing, and monitoring vital signs. They work under RN supervision and make up a large share of daily bedside care.
| 1h 3m per day | |
|
Nurse Aide
Certified Nurse Aides (CNAs) provide the most direct day-to-day assistance: bathing, dressing, feeding, and mobility. Nurse aide hours are typically the largest staffing category and directly affect residents' quality of life.
| 2h 31m per day | |
|
Weekend Total Nursing
Combined nursing hours (RN + LPN + Nurse Aide) per resident per day on weekends. Staffing often drops on weekends — this figure reveals whether the facility maintains adequate coverage outside of weekday hours.
| 3h 52m per day | |
|
Physical Therapist
Hours per resident per day provided by licensed Physical Therapists (PTs) or PT Assistants. PT services help residents recover mobility after injury or illness and are especially important for post-acute (short-stay) rehabilitation.
| 3m per day | |
|
Weekend RN
Registered nurse hours specifically on weekends. Facilities sometimes reduce RN presence on Saturdays and Sundays — a low weekend RN figure compared to weekday hours can indicate reduced clinical oversight when most administrative staff are absent.
| 26m per day |
Reporting period: October 1 – December 31, 2025 (Q4 2025). Source: CMS Payroll-Based Journal report.
0% compared with State averageState average ratio: 0 : 0
0% compared with State averageState average: 0 hours
This data comes from the CMS Payroll-Based Journal report covering October 1 – December 31, 2025.
Manages medical care and health needs.
All 28 RN Staff are full-time employees. No contractors work on this role.
28
Average shift length. Calculated as total hours divided by days worked and average staff per day.
7.9 hoursAssists with medical care and medications.
All 84 LPN Staff are full-time employees. No contractors work on this role.
84
Average shift length. Calculated as total hours divided by days worked and average staff per day.
8.6 hoursHelps with daily care and mobility.
All 143 CNA Staff are full-time employees. No contractors work on this role.
143
Average shift length. Calculated as total hours divided by days worked and average staff per day.
8 hours
This data comes from the CMS Payroll-Based Journal report covering October 1 – December 31, 2025.
Total hours from contractors
4,417 contractor hours this quarter
This data comes from the CMS Payroll-Based Journal report covering October 1 – December 31, 2025.
| Certified Nursing Assistant | 143 | 0 | 143 | 31,406 | 92 | 100% | 8 |
| Licensed Practical Nurse | 84 | 0 | 84 | 12,997 | 92 | 100% | 8.6 |
| Registered Nurse | 28 | 0 | 28 | 4,721 | 92 | 100% | 7.9 |
| Clinical Nurse Specialist | 6 | 0 | 6 | 2,280 | 65 | 71% | 8 |
| Speech Language Pathologist | 0 | 10 | 10 | 1,110 | 80 | 87% | 4.7 |
| Administrator | 2 | 0 | 2 | 1,056 | 66 | 72% | 8 |
| Physical Therapy Aide | 0 | 6 | 6 | 979 | 78 | 85% | 6.1 |
| Qualified Social Worker | 0 | 4 | 4 | 976 | 66 | 72% | 7.1 |
| Other Dietary Services Staff | 3 | 0 | 3 | 910 | 63 | 68% | 7.9 |
| Medication Aide/Technician | 7 | 0 | 7 | 817 | 67 | 73% | 7.8 |
| Physical Therapy Assistant | 0 | 3 | 3 | 653 | 73 | 79% | 5.6 |
| Respiratory Therapy Technician | 0 | 3 | 3 | 576 | 81 | 88% | 4.5 |
| Dental Services Staff | 1 | 0 | 1 | 480 | 58 | 63% | 8.3 |
| Nurse Practitioner | 1 | 0 | 1 | 480 | 60 | 65% | 8 |
| RN Director of Nursing | 1 | 0 | 1 | 464 | 58 | 63% | 8 |
| Mental Health Service Worker | 1 | 0 | 1 | 329 | 44 | 48% | 7.5 |
| Occupational Therapy Assistant | 0 | 1 | 1 | 67 | 11 | 12% | 6.1 |
| Medical Director | 0 | 2 | 2 | 30 | 6 | 7% | 5 |
| Occupational Therapy Aide | 0 | 1 | 1 | 27 | 4 | 4% | 6.8 |
Federal penalties imposed by CMS for regulatory violations, including civil money penalties (fines) and denials of payment for new Medicare/Medicaid admissions.
Source: CMS Penalties Database
No penalties in the past 3 years
No civil money penalties or payment denials were reported in the last 3 years.
These measures show how residents usually do over time at this home, based on health outcomes and preventive care.
A composite score based on pressure ulcers, falls with injury, weight loss, walking ability decline, and activities of daily living decline.
3.8
34% better than State averageState average: 5.8
A composite score based on activities of daily living decline, walking ability decline, and incontinence.
10.1
21% better than State averageState average: 12.7
Percent of long-stay residents whose need for help with daily activities has increased
2.1%
70% better than State averageState average: 6.8%
Percent of long-stay residents whose ability to move independently worsened
3.0%
66% better than State averageState average: 8.9%
Percent of low risk long-stay residents who lose control of their bowels or bladder
25.1%
14% worse than State averageState average: 22.0%
Percent of long-stay residents experiencing one or more falls with major injury
2.6%
24% better than State averageState average: 3.4%
Percent of long-stay high risk residents with pressure ulcers
3.3%
15% better than State averageState average: 3.9%
Percent of long-stay residents with a urinary tract infection
0.0%
100% better than State averageState average: 0.5%
Percent of long-stay residents who lose too much weight
8.2%
33% worse than State averageState average: 6.2%
Percent of long-stay residents who have depressive symptoms
6.3%
74% better than State averageState average: 24.0%
Percent of long-stay residents who received an antipsychotic medication
10.5%
25% worse than State averageState average: 8.4%
Percent of long-stay residents assessed and appropriately given the pneumococcal vaccine
99.6%
8% better than State averageState average: 92.4%
Percent of long-stay residents assessed and appropriately given the seasonal influenza vaccine
100.0%
6% better than State averageState average: 94.5%
Percent of short-stay residents assessed and appropriately given the pneumococcal vaccine
97.8%
25% better than State averageState average: 78.0%
Percent of short-stay residents who newly received an antipsychotic medication
1.7%
35% worse than State averageState average: 1.3%
Percent of short-stay residents assessed and appropriately given the seasonal influenza vaccine
92.3%
22% better than State averageState average: 75.6%
Quality measures are calculated from Minimum Data Set (MDS) assessments. For most measures, lower percentages indicate better care quality.
29% of new residents, usually for short-term rehab.
67% of new residents, often for short stays.
5% of new residents, often for long-term daily care.
Source: CMS Long-Term Care Facility Characteristics (Data as of Jan 2026)
Total residents
143Residents meet regularly to discuss policies, care quality, and activities
Part of a Continuing Care Retirement Community offering multiple care levels
Organized group of residents that meets regularly to discuss facility policies, quality of life, and activities.
Data sourced from CMS Long-Term Care Facility Characteristics quarterly report. Payer mix reflects the current resident census by primary payment source.
Historical financial and operational data for Otterbein SeniorLife from 2011–2023, based on CMS SNF Cost Reports.
Based on CMS SNF Cost Report for fiscal year ending in 12/2023.
Net patient revenue — what the home actually collects for resident care, after contractual allowances, bad debt and discounts are subtracted from its gross charges (CMS cost report, Worksheet G-3). It covers resident care only; money the home earns from other sources is shown separately as "Other income."
Net patient income: net patient revenue minus the home's total operating expenses. A positive figure means it earns more from resident care than it spends to deliver it; a negative figure means the opposite. It excludes non-operating "other income."
Net patient revenue — what the home actually collects for resident care, after contractual allowances, bad debt and discounts are subtracted from its gross charges (CMS cost report, Worksheet G-3). It covers resident care only; money the home earns from other sources is shown separately as "Other income."
Net patient income: net patient revenue minus the home's total operating expenses. A positive figure means it earns more from resident care than it spends to deliver it; a negative figure means the opposite. It excludes non-operating "other income."
Money the home earns outside of resident care — such as investments, grants, rentals and other non-operating sources (CMS cost report, Worksheet G-3). It is tracked separately from net patient revenue: it is not part of that figure, and it is not included in net patient income.
Staff salaries plus wage-related costs — benefits such as payroll taxes, health insurance and retirement — from the home's own accounting records (CMS cost report, Worksheet A). Contract or agency labor is counted separately, under other operating costs.
Rank #12 / 210Payroll — State benchmarkedThis home is ranked 12th out of 210 homes in Ohio. Shows total annual staff payroll benchmarked to the Ohio average. Higher payroll investment relative to peers often signals better staffing and less reliance on cheaper contract labor.Rankings are based only on facilities in Ohio that report data for that category. Facilities without available data are excluded from the ranking.Click the rank badge to see the full State ranking.Click here to see the full State ranking.
Payroll as a share of revenue: staff salaries and wage-related benefits divided by net patient revenue. A higher figure means more of each revenue dollar goes to staff pay.
Rank #200 / 210Payroll % — State benchmarkedThis home is ranked 200th out of 210 homes in Ohio. Shows payroll as a percentage of revenue versus the Ohio average. Well-run Ohio facilities typically land around 54–64% — the top third Statewide. Below 25% may signal understaffing or heavy agency use — read with Staffing ratings.Rankings are based only on facilities in Ohio that report data for that category. Facilities without available data are excluded from the ranking.Click the rank badge to see the full State ranking.Click here to see the full State ranking.
Everything it costs to run the home apart from payroll — food, utilities, supplies, maintenance, contract labor and administration. Calculated as total operating expense minus payroll (staff salaries and wage-related benefits).
The home's total operating expense for the year — all the costs of running it, salaries included (CMS cost report, Worksheet G-3).
Housing Options: Studio / 1 Bed / 2 Bed / 3 Bed
Building Type: Single-story
Beauty Services
Transportation Services
Housekeeping Services
Social and Recreational Activities
Exercise Programs
Swimming Pool
Residents typically stay for brief periods, with frequent admissions and discharges throughout the year.
Most new residents arrive under private pay (67% of admissions), and a typical private pay stay runs around 3 - 4 months.
Coverage residents most often arrive under.
Coverage residents most often leave under.
4.7 miles from city center
Estimated distance in miles from Lebanon's city center to Otterbein SeniorLife's address, calculated via Google Maps.
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The information below is reported by the Ohio Department of Health, Bureau of Survey and Certification.
| Otterbein SeniorLife | NH AL HC IL MC NC | Lebanon | - | 154 | - | 0 | Studio / 1 Bed / 2 Bed / 3 Bed |
| Beachwood Commons by New Perspective | NH AL IL MC | Beachwood | - | 120 | A+ | 15 | Studio / 1 Bed |
| Brookdale Westlake Village | NH AL IL MC | Westlake | - | 60 | A+ | 25 | 1 Bed / 2 Bed |
| Elizabeth Scott Community | NH AL MC | Maumee | - | 60 | A+ | 0 | Studio / 1 Bed |
| Genoa Retirement Village | NH AL IL MC | Genoa | - | 68 | A+ | 17 | Studio / 1 Bed / 2 Bed |
Otterbein SeniorLife's occupancy is 91.4%.
Otterbein SeniorLife is registered as a non-profit.
Yes — there are 21 photos of Otterbein SeniorLife in the photo gallery on this page.
Otterbein SeniorLife is located at 3855 Lower Market St Suite 300, Lebanon, OH 45036.
(330) 638-2420 will put you in contact with the team at Otterbein SeniorLife.
Yes — Otterbein SeniorLife is a CMS-certified provider of Medicare and Medicaid.
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