CMS data snapshot: July 2026
Facility results compared with averages for CMS-certified nursing homes in Texas. 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.
Brush Country Nursing and Rehabilitation is a 1-star Medicare and Medicaid certified nursing home in Austin, Texas with 118 certified beds. It has been operating since 1993. Its overall CMS rating is 1 out of 5.
Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
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 pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
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 safe, appropriate pain management for a resident who requires such services.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Provide enough nursing staff every day to meet the needs of every resident; and have a licensed nurse in charge on each shift.
Ensure food and drink is palatable, attractive, and at a safe and appetizing temperature.
Develop, implement, and/or maintain an effective training program for all new and existing staff members.
Create and put into place a plan for meeting the resident's most immediate needs within 48 hours of being admitted
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Provide care and assistance to perform activities of daily living for any resident who is unable.
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.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
Have a registered nurse on duty 8 hours a day; and select a registered nurse to be the director of nurses on a full time basis.
Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
+ 15 more deficiencies
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 |
|---|---|---|---|---|
| THOMPSON, JOHNNY | CORPORATE OFFICER | Individual | N/A | May 16, 2024 |
| PMG OPCO - AUSTIN, LLC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Nov 1, 2025 |
| PRIORITY MANAGEMENT GROUP, LLC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Nov 1, 2025 |
| BAUDER, WILLIAM | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Nov 1, 2025 |
| GUTIERREZ, MICHAEL | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Nov 1, 2025 |
| MADRIGAL-VELASQUEZ, KRISTINA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Nov 1, 2025 |
| BAUDER, KELLY | INDIVIDUAL IS AN OWNER, PARTNER OR TRUSTEE OF ANY ADP OF THE SNF | Individual | N/A | Mar 25, 2026 |
| BAUDER, MADISON | INDIVIDUAL IS AN OWNER, PARTNER OR TRUSTEE OF ANY ADP OF THE SNF | Individual | N/A | Mar 25, 2026 |
| BAUDER, PARKER | INDIVIDUAL IS AN OWNER, PARTNER OR TRUSTEE OF ANY ADP OF THE SNF | Individual | N/A | Mar 25, 2026 |
| BOULWARE, STEVEN | INDIVIDUAL IS AN OWNER, PARTNER OR TRUSTEE OF ANY ADP OF THE SNF | Individual | N/A | Mar 25, 2026 |
| BOULWARE, THOMAS | INDIVIDUAL IS AN OWNER, PARTNER OR TRUSTEE OF ANY ADP OF THE SNF | Individual | N/A | Mar 25, 2026 |
| WALKER, KATIE | INDIVIDUAL IS AN OWNER, PARTNER OR TRUSTEE OF ANY ADP OF THE SNF | Individual | N/A | Mar 25, 2026 |
| PMG OPCO - AUSTIN, LLC | ADP OF THE SNF | Organization | N/A | Mar 25, 2026 |
| PRIORITY MANAGEMENT GROUP, LLC | ADP OF THE SNF | Organization | N/A | Mar 25, 2026 |
| GUTIERREZ, MICHAEL | ADP OF THE SNF | Individual | N/A | Nov 1, 2025 |
| MADRIGAL-VELASQUEZ, KRISTINA | ADP OF THE SNF | Individual | N/A | Nov 1, 2025 |
Compare CMS ratings and recorded fines for Brush Country Nursing and Rehabilitation 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.