4/5
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.
4/5
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.
At 889 North Aurora Road in Aurora, Ohio, Anna Maria of Aurora, Inc. runs a 43-bed skilled nursing facility in Portage County’s urban setting. Norton Bros. Holding Company holds the operating entity. Aaron Baker is administrator; Patricia Williams is Director of Nursing. The care model reaches across post-acute rehabilitation, short-term skilled nursing, memory care, assisted living, home care, and respite care.
All 43 beds are occupied, and what’s notable is how the admission pattern is shaped by post-acute transitions: the facility functions primarily as a short-stay destination for people coming out of a hospital and working their way back home. Studio, one-bedroom, and two-bedroom housing configurations are available for residents with a range of space and care needs.
Staffing runs around the clock and coverage is continuous, with total nursing care coming in at 3 hours 47 minutes per resident per day. Nurse aides, who carry the daily load of personal care, account for 2 hours and 50 minutes of that figure. Registered nurses are reported at 31 minutes per resident per day; licensed practical nurses at 1 hour and 1 minute.
The facility accepts Medicare, Medicaid, and private pay. Aurora’s moderately walkable neighborhood (Walk Score 64) lets visiting families handle some errands on foot, though the area favors drivers overall. The campus runs a Volunteer Opportunities program and an annual Charity Car Show alongside its clinical operations. Home care is also available for residents moving back toward independent living.
Anna Maria of Aurora, Inc. is structured around short-stay skilled nursing and post-acute rehab, with real capacity in memory care, assisted living, and home-based services for residents whose needs shift or extend. Full occupancy and broad payer acceptance reflect steady, consistent demand for what this facility actually does.
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.
Staffing hours
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.
Hours per resident per day vs Ohio averages
Total nursing care
This home is ranked 63rd out of 175 homes we track in Ohio for nurse hours. 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.
3h 36m
At state avg
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.
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.
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.
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.
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.
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.
4 of 6 metrics below state avg
Average number of days residents stay at this facility, based on CMS cost report data. Shorter stays often reflect post-acute or rehab care; longer stays reflect long-term care.
Higher than the Ohio average: 78.7%Anna Maria of Aurora, Inc. is administered by Aaron Baker.
Key information about the people who lead and staff this community.
In Ohio, the Department of Health, Bureau of Survey and Certification conducts unannounced onsite inspections to evaluate the quality of care and environment in all licensed facilities.
Federal inspection data published by CMS, covering this home's Medicare and/or Medicaid-certified skilled-nursing/nursing beds only.
State average 6.7
Last Health inspection on Dec 2024
State average 30.9
State average 4.59
Health citations are formal notices following inspections when they fail to comply with safety and care standards.
5 of 7 citations resulted from standard inspections; and 2 of 7 resulted from complaint investigations.
100% better than State averageState average: 0.3
11% worse than State averageState average: 0.9
Corrected
Corrected
Corrected
Corrected
Reporting period: October 1 – December 31, 2025 (Q4 2025). Source: CMS Payroll-Based Journal report.
84% more staff per resident than Ohio average
0% compared with Ohio average
This data comes from the CMS Payroll-Based Journal report covering October 1 – December 31, 2025.
Manages medical care and health needs.
25 total: 11 full-time employees and 14 contractors.
25
Average shift length. Calculated as total hours divided by days worked and average staff per day.
9.3 hoursAssists with medical care and medications.
55 total: 21 full-time employees and 34 contractors.
55
Average shift length. Calculated as total hours divided by days worked and average staff per day.
8.7 hoursHelps with daily care and mobility.
212 total: 65 full-time employees and 147 contractors.
212
Average shift length. Calculated as total hours divided by days worked and average staff per day.
8.1 hours
This data comes from the CMS Payroll-Based Journal report covering October 1 – December 31, 2025.
Total hours from contractors
7,975 contractor hours this quarter
This data comes from the CMS Payroll-Based Journal report covering October 1 – December 31, 2025.
| Certified Nursing Assistant | 65 | 147 | 212 | 23,561 | 92 | 100% | 8.1 |
| Licensed Practical Nurse | 21 | 34 | 55 | 7,055 | 92 | 100% | 8.7 |
| Registered Nurse | 11 | 14 | 25 | 2,553 | 91 | 99% | 9.3 |
| Speech Language Pathologist | 0 | 8 | 8 | 1,622 | 76 | 83% | 6.2 |
| RN Director of Nursing | 3 | 0 | 3 | 1,364 | 67 | 73% | 8 |
| Clinical Nurse Specialist | 3 | 0 | 3 | 1,209 | 65 | 71% | 8.2 |
| Other Dietary Services Staff | 5 | 0 | 5 | 1,085 | 85 | 92% | 7.3 |
| Dental Services Staff | 2 | 0 | 2 | 973 | 69 | 75% | 8.1 |
| Physical Therapy Assistant | 0 | 3 | 3 | 909 | 79 | 86% | 7 |
| Respiratory Therapy Technician | 0 | 5 | 5 | 791 | 76 | 83% | 5.9 |
| Qualified Social Worker | 0 | 4 | 4 | 623 | 67 | 73% | 5.1 |
| Physical Therapy Aide | 0 | 5 | 5 | 563 | 74 | 80% | 5 |
| Dietitian | 1 | 0 | 1 | 523 | 65 | 71% | 8 |
| Administrator | 1 | 0 | 1 | 512 | 64 | 70% | 8 |
| Therapeutic Recreation Specialist | 0 | 1 | 1 | 480 | 60 | 65% | 8 |
| Nurse Practitioner | 1 | 0 | 1 | 472 | 59 | 64% | 8 |
| Occupational Therapy Aide | 1 | 0 | 1 | 282 | 50 | 54% | 5.6 |
| Occupational Therapy Assistant | 0 | 1 | 1 | 26 | 3 | 3% | 8.7 |
| Medical Director | 0 | 1 | 1 | 15 | 3 | 3% | 5 |
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.
3.7
36% better than Ohio averageOhio average: 5.8
A composite score based on activities of daily living decline, walking ability decline, and incontinence.
6.4
50% better than Ohio averageOhio average: 12.7
CMS star rating based on long-stay quality measure performance. 5 stars = significantly above average, 1 star = significantly below average.
Percent of long-stay residents whose need for help with daily activities has increased
1.0%
86% better than Ohio averageOhio average: 6.8%
Percent of long-stay residents whose ability to move independently worsened
5.5%
38% better than Ohio averageOhio average: 8.9%
Percent of low risk long-stay residents who lose control of their bowels or bladder
12.6%
42% better than Ohio averageOhio average: 22.0%
Percent of long-stay residents experiencing one or more falls with major injury
3.5%
In line with Ohio averageOhio average: 3.4%
Percent of long-stay high risk residents with pressure ulcers
4.1%
5% worse than Ohio averageOhio average: 3.9%
Percent of long-stay residents with a urinary tract infection
0.4%
36% better than Ohio averageOhio average: 0.5%
Percent of long-stay residents who lose too much weight
4.4%
29% better than Ohio averageOhio average: 6.2%
Percent of long-stay residents who have depressive symptoms
6.1%
75% better than Ohio averageOhio average: 24.0%
Percent of long-stay residents who received an antipsychotic medication
4.8%
43% better than Ohio averageOhio average: 8.4%
Percent of long-stay residents assessed and appropriately given the pneumococcal vaccine
100.0%
8% better than Ohio averageOhio average: 92.4%
Percent of long-stay residents assessed and appropriately given the seasonal influenza vaccine
98.7%
In line with Ohio averageOhio average: 94.5%
Number of hospitalizations per 1,000 long-stay resident days.
1.66
6% better than Ohio averageOhio average: 1.77
Number of outpatient emergency department visits per 1,000 long-stay resident days.
1.45
21% better than Ohio averageOhio average: 1.83
CMS star rating based on short-stay quality measure performance. 5 stars = much above average, 1 star = much below average.
Percent of short-stay residents assessed and appropriately given the pneumococcal vaccine
99.7%
28% better than Ohio averageOhio average: 78.0%
Percent of short-stay residents who newly received an antipsychotic medication
1.0%
21% better than Ohio averageOhio average: 1.3%
Percent of short-stay residents assessed and appropriately given the seasonal influenza vaccine
92.1%
22% better than Ohio averageOhio average: 75.6%
Percentage of short-stay residents who were re-hospitalized after their nursing home admission.
24.5%
In line with Ohio averageOhio average: 25.1%
Percentage of short-stay residents who had an outpatient emergency department visit.
10.2%
18% better than Ohio averageOhio average: 12.5%
Percentage of SNF residents who experience falls with major injury during their stay.
0.4%
44% better than Ohio averageOhio average: 0.8%
Percentage of residents at or above expected ability to care for themselves at discharge.
44.2%
18% worse than Ohio averageOhio average: 53.7%
Rate of successful return to home or community from a skilled nursing facility.
62.4%
23% better than Ohio averageOhio average: 50.6%
Quality measures are calculated from Minimum Data Set (MDS) assessments. For most measures, lower percentages indicate better care quality.
31% of new residents, usually for short-term rehab.
65% of new residents, often for short stays.
3% of new residents, often for long-term daily care.
Source: CMS Long-Term Care Facility Characteristics (Data as of Jan 2026)
Total residents
90Residents 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 Anna Maria of Aurora, Inc. from 2011–2023, based on CMS SNF Cost Reports.
Key figures below are for fiscal year ending in 12/2023.
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 #21 / 172Payroll costs — State benchmarkedThis home is ranked 21st out of 172 homes we track in Ohio. Shows total staff payroll — salaries plus wage-related benefits — benchmarked to the Ohio average, among facilities reporting a recent fiscal year. Higher payroll relative to peers often signals better staffing and less reliance on contract labor.Communities with the same value for a metric share the same rank. Rankings cover every community we track in Ohio that reports data for that category. Communities without available data are excluded, so the pool size varies from metric to metric.
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 #117 / 172Payroll % of net patient revenue — State benchmarkedThis home is ranked 117th out of 172 homes we track in Ohio. Shows payroll as a percentage of net patient revenue versus the Ohio average, among facilities reporting a recent fiscal year. Below 25% may signal understaffing or heavy agency use — read with Staffing ratings.Communities with the same value for a metric share the same rank. Rankings cover every community we track in Ohio that reports data for that category. Communities without available data are excluded, so the pool size varies from metric to metric.
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).
Residents typically stay for brief periods, with frequent admissions and discharges throughout the year.
Most new residents arrive under private pay (65% of admissions), and a typical private pay stay runs around 4 - 5 months.
Coverage residents most often arrive under.
Coverage residents most often leave under.
0.0 miles from city center
Estimated distance in miles from Aurora's city center to Anna Maria of Aurora, Inc.'s address, calculated via Google Maps.
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Info below is compiled from CMS reports & the OH Dept. of Health, senior community websites & trusted data sources such as Walk Score & BBB.
Communities are listed from highest to lowest based on our ranking methodology.
The facility name. Click to view the full profile page on Assisted Living Magazine, including photos, services, and contact info.
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CMS (Centers for Medicare & Medicaid Services, the federal agency that regulates nursing homes) Overall 5-star rating — a composite of Health Inspection, Staffing, and Quality Measures scores. 5 stars = top 10% nationally. 1 star = bottom 10%. The single most important number to start with when comparing facilities.
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Care Types in This Table
AL (Assisted Living):
Housing with help for daily activities like bathing, dressing, and medication, without 24-hour skilled nursing.
NH (Nursing Home):
24/7 skilled nursing care for residents with complex, ongoing medical needs.
SNF (Skilled Nursing Facility):
Round-the-clock nursing care, often for recovery after surgery, injury, or illness.
MC (Memory Care):
Secured, specialized care for people living with Alzheimer's or dementia.
RC (Respite Care):
Short-term temporary care that gives family caregivers a break.
IL (Independent Living):
Community living with dining, activities, and transportation for active seniors who need little personal care.
HC (Home Care):
Professional care delivered in the person's own home, from companionship to skilled nursing.
HOS (Hospice Care):
Comfort-focused care for those with a terminal illness, prioritizing quality of life over treatment.
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Neighborhood or city area where the facility is located. Proximity to family, hospitals, and green space matters for both quality of life and ease of visitation. Consider drive time and transit access when evaluating location.
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Licensed bed capacity. Larger facilities (300+ beds) often have more specialized programs but can feel institutional. Smaller homes (under 150 beds) tend to deliver more personalized care. Compare with Avg Res/Day to understand how full the facility typically runs.
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Percentage of licensed beds filled on an average day. Color indicates financial health: green (90%+) = operationally strong, typically profitable. Amber (80–89%) = stable but leaving revenue on the table. Orange (70–79%) = financial strain likely, may struggle with fixed costs. Red (<70%) = significant distress, closure or ownership change risk increases sharply.
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This facility's occupancy rate compared to the statewide average for similar facilities. A positive number means above-average demand. Facilities running 5%+ above the state average are typically the most sought-after in their market — a strong proxy for reputation.
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CMS-adjusted total nurse hours per resident per day (RN + LPN + CNA combined). The national average is approximately 3.5 hrs. Higher is better — more direct care time per resident. Below 3.0 is a red flag. CMS weights RN hours more heavily because RNs handle complex clinical decisions that CNAs cannot.
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CMS Health Inspection star rating (1–5 stars), based on the 3 most recent annual state surveys plus any complaint investigations. This is the hardest rating to manipulate — it reflects real surveyor findings on-site. 5 stars = fewest deficiencies found. 1 star = most. It carries the heaviest weight in the Overall CMS rating.
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CMS Staffing star rating (1–5 stars), based on daily nurse staffing hours submitted to CMS via verified payroll data. Compares RN, LPN, and CNA coverage relative to resident acuity level. 5 stars = well above expected staffing. Weekend staffing is evaluated separately, as that's where many facilities quietly reduce coverage.
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CMS Quality Measures star rating (1–5 stars), based on 15 clinical outcome metrics including fall rates, pressure ulcers, antipsychotic drug use, and hospital readmissions. Captures actual resident health outcomes, not just compliance. High QM combined with low Health Inspection scores can indicate a facility with strong care but weak documentation practices.
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Registered Nurse hours per resident/day compared to the statewide average. RNs are the highest-skilled nursing staff — they assess residents, manage medications, and respond to emergencies. A value of +50% means RN coverage is 50% above the state norm. Negative values are a concern for residents with complex or acute medical needs.
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Total nursing staff hours (RN + LPN + CNA combined) per resident/day vs. the statewide average. A broader measure than RN vs State — it captures the entire care team. A facility can have high total staffing but low RN hours, meaning more aides and fewer nurses. Read both columns together for the full picture.
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Total dollar amount of federal monetary fines (civil money penalties) issued by CMS in the past 3 years. Fines are only levied for serious violations — typically actual harm to residents, repeated uncorrected deficiencies, or systemic non-compliance. Even a single fine is noteworthy. Multiple fines strongly suggest a pattern, not isolated incidents.
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Total health deficiency citations from the most recent standard inspection cycle. Minor citations (scope A–C) are common and often administrative in nature. Higher counts aren't always disqualifying, but should be read alongside Severe Citations to understand actual harm levels. Under 10 is strong for a large facility; 30+ warrants a closer look.
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Average deficiency citations per CMS inspection (survey) in the reporting window — total citations divided by the number of inspections. Lower is better; compare alongside total Citations and Severe Citations for context.
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Citations at CMS scope/severity level G or higher — G–I means actual harm occurred; J–L means residents were placed in immediate jeopardy. (D–F is potential for harm only). Examples include unaddressed falls, medication errors causing injury, neglect, or abuse.
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Average number of residents in the building on any given day, derived from annual census data. Reflects true operating scale — a 400-bed facility running 200 residents/day operates very differently from one at 390. Higher resident counts generally mean more funded staffing hours.
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Better Business Bureau rating (A+ to F). Reflects complaint history, business transparency, and how family disputes were resolved. A+ means no significant unresolved complaints. A blank (—) means the facility isn't BBB-accredited, which is common for healthcare providers and not necessarily a negative signal.
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Walk Score® (0–100). Measures walkability of the surrounding area. 90–100 = Walker's Paradise. 70–89 = Very Walkable. 50–69 = Somewhat Walkable. Below 50 = Car-Dependent. Higher scores benefit family visitors, resident outings, and staff commuting.
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The licensed owner or operator of record filed with CMS — the individual or organization legally accountable for the facility. Searching the operator name across other facilities can reveal chain or multi-site ownership, which matters: chain-operated homes tend to have more variable quality outcomes than independently run facilities.
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What the home actually collects for resident care, after contractual allowances, bad debt and discounts — not gross billings. Taken from the latest complete annual cost report, so it is comparable across homes reporting the same period. Revenue alone doesn't indicate care quality, but it funds staffing and capital reinvestment. Pair with Payroll %. Figures are from each facility's most recent complete fiscal year — hover a value for the exact year; a * marks homes that report an older period than most facilities.
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Staff salaries plus wage-related benefits from the latest complete annual cost report. Contract and agency labour is counted separately, under other operating costs, so a home leaning on agency staff can show a low figure here. Payroll is the cost most directly tied to care quality — compare with Payroll % for full context. Figures are from each facility's most recent complete fiscal year — hover a value for the exact year; a * marks homes that report an older period than most facilities.
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Payroll as a share of NET PATIENT REVENUE (not gross revenue). Both figures come from the same cost-report year. A higher figure means more of each revenue dollar goes to staff pay. Read with the Staffing star rating to judge whether spend translates into coverage — and note that homes whose patient revenue covers only part of their operation can read implausibly high. The Ohio average is: 55.7% Figures are from each facility's most recent complete fiscal year — hover a value for the exact year; a * marks homes that report an older period than most facilities.
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CMS Certification Number: the unique federal identifier for this skilled nursing provider.
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|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Brookdale Westlake Village | NH AL IL MC SNF | Westlake | 60
Facility
60
OH AVG
75
Rank
#176 / 307 |
96.7%
Facility
96.7%
OH AVG
82.4
Rank
#5 / 136 | +17% | 4.23
Facility
4.23
OH AVG
3.54
Rank
#25 / 175 | +18% | +19% | $0
Facility
$0
OH AVG
$74.0k
Rank
#1 / 178 | 5
Facility
5
OH AVG
30.9
Rank
#8 / 178 | 1.3
Facility
1.3
OH AVG
4.6
Rank
#2 / 178 | - | 58 | A+ |
25
Facility
25
OH AVG
42
Rank
#503 / 675 | Labeed Diab | $20.1MFiscal year ending 12/2023
Facility
$20.1MFiscal year ending 12/2023
OH AVG
$9.6M
Rank
#5 / 172 | $10.2MFiscal year ending 12/2023
Facility
$10.2MFiscal year ending 12/2023
OH AVG
$5.2M
Rank
#8 / 172 | 50.8%Fiscal year ending 12/2023
Facility
50.8%Fiscal year ending 12/2023
OH AVG
55.7%
Rank
#106 / 172 | 366373 | ||||
| The Knolls of Oxford | NH AL IL MC SNF | Oxford | 50
Facility
50
OH AVG
75
Rank
#213 / 307 |
89.4%
Facility
89.4%
OH AVG
82.4
Rank
#49 / 136 | +8% | 3.92
Facility
3.92
OH AVG
3.54
Rank
#38 / 175 | -31% | +11% | $0
Facility
$0
OH AVG
$74.0k
Rank
#1 / 178 | 4
Facility
4
OH AVG
30.9
Rank
#3 / 178 | 2.0
Facility
2.0
OH AVG
4.6
Rank
#10 / 178 | - | 45 | - | - | Ronald Beymer | $6.2MFiscal year ending 12/2023
Facility
$6.2MFiscal year ending 12/2023
OH AVG
$9.6M
Rank
#138 / 172 | $4.3MFiscal year ending 12/2023
Facility
$4.3MFiscal year ending 12/2023
OH AVG
$5.2M
Rank
#106 / 172 | 69.5%Fiscal year ending 12/2023
Facility
69.5%Fiscal year ending 12/2023
OH AVG
55.7%
Rank
#14 / 172 | 366282 | ||||
| Otterbein SeniorLife | NH AL HC HOS IL MC SNF | Lebanon | 154
Facility
154
OH AVG
75
Rank
#10 / 307 |
91.8%
Facility
91.8%
OH AVG
82.4
Rank
#38 / 136 | +11% | 3.75
Facility
3.75
OH AVG
3.54
Rank
#48 / 175 | -1% | +6% | $0
Facility
$0
OH AVG
$74.0k
Rank
#1 / 178 | 25
Facility
25
OH AVG
30.9
Rank
#79 / 178 | 5.0
Facility
5.0
OH AVG
4.6
Rank
#123 / 178 | 1 | 141 | - | - | Otterbein Homes | $19.8MFiscal year ending 12/2023
Facility
$19.8MFiscal year ending 12/2023
OH AVG
$9.6M
Rank
#6 / 172 | $10.3MFiscal year ending 12/2023
Facility
$10.3MFiscal year ending 12/2023
OH AVG
$5.2M
Rank
#7 / 172 | 52%Fiscal year ending 12/2023
Facility
52%Fiscal year ending 12/2023
OH AVG
55.7%
Rank
#97 / 172 | 365346 | ||||
| Locust Ridge | NH MC RC SNF | Williamsburg | 61
Facility
61
OH AVG
75
Rank
#173 / 307 |
90.2%
Facility
90.2%
OH AVG
82.4
Rank
#45 / 136 | +9% | 4.10
Facility
4.10
OH AVG
3.54
Rank
#30 / 175 | +35% | +16% | $0
Facility
$0
OH AVG
$74.0k
Rank
#1 / 178 | 18
Facility
18
OH AVG
30.9
Rank
#45 / 178 | 4.5
Facility
4.5
OH AVG
4.6
Rank
#104 / 178 | - | 55 | A+ | - | Gary Vannostrand | $5.9MFiscal year ending 12/2023
Facility
$5.9MFiscal year ending 12/2023
OH AVG
$9.6M
Rank
#139 / 172 | $2.7MFiscal year ending 12/2023
Facility
$2.7MFiscal year ending 12/2023
OH AVG
$5.2M
Rank
#151 / 172 | 45.2%Fiscal year ending 12/2023
Facility
45.2%Fiscal year ending 12/2023
OH AVG
55.7%
Rank
#148 / 172 | 365336 | ||||
| Anna Maria of Aurora, Inc. | NH AL HC IL MC RC SNF | Aurora | 43
Facility
43
OH AVG
75
Rank
#237 / 307 | - | - | 3.60
Facility
3.60
OH AVG
3.54
Rank
#63 / 175 | -20% | +2% | $0
Facility
$0
OH AVG
$74.0k
Rank
#1 / 178 | 7
Facility
7
OH AVG
30.9
Rank
#13 / 178 | 1.8
Facility
1.8
OH AVG
4.6
Rank
#8 / 178 | 1 | 87 | - |
64
Facility
64
OH AVG
42
Rank
#118 / 675 | Norton Bros. Holding Company | $16.4MFiscal year ending 12/2023
Facility
$16.4MFiscal year ending 12/2023
OH AVG
$9.6M
Rank
#18 / 172 | $8.1MFiscal year ending 12/2023
Facility
$8.1MFiscal year ending 12/2023
OH AVG
$5.2M
Rank
#21 / 172 | 49.7%Fiscal year ending 12/2023
Facility
49.7%Fiscal year ending 12/2023
OH AVG
55.7%
Rank
#117 / 172 | 365072 |
Patricia Williams is the Director of Nursing at Anna Maria of Aurora, Inc..
Anna Maria of Aurora, Inc. has a walk score of 64. Moderately walkable. Some errands can be accomplished on foot, with a mix of nearby amenities.
Anna Maria of Aurora, Inc.'s occupancy is 100%.
No, Anna Maria of Aurora, Inc. has a no-pet policy.
Anna Maria of Aurora, Inc. is registered as a for-profit in OH.
Aaron Baker is the administrator of Anna Maria of Aurora, Inc..
Anna Maria of Aurora, Inc. has 43 beds.
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