CMS data snapshot: July 2026
Facility results compared with averages for CMS-certified nursing homes in Louisiana. 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.
Camelot Rehabilitation at Magnolia Park is a 1-star Medicare and Medicaid certified nursing home in Lafayette, Louisiana with 160 certified beds. It has been operating since 2003. Its overall CMS rating is 1 out of 5.
Ensure services provided by the nursing facility meet professional standards of quality.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Properly hold, secure, and manage each resident's personal money which is deposited with the nursing home.
Have a plan that describes the process for conducting QAPI and QAA activities.
Set up an ongoing quality assessment and assurance group to review quality deficiencies and develop corrective plans of action.
Have the Quality Assessment and Assurance group have the required members and meet at least quarterly
Honor the resident's right to a safe, clean, comfortable and homelike environment, including but not limited to receiving treatment and supports for daily living safely.
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.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Provide appropriate care for residents who are continent or incontinent of bowel/bladder, appropriate catheter care, and appropriate care to prevent urinary tract infections.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Allow residents to self-administer drugs if determined clinically appropriate.
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.
Provide care and assistance to perform activities of daily living for any resident who is unable.
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.
Make sure that the nursing home area is safe, easy to use, clean and comfortable for residents, staff and the public.
Conduct and document a facility-wide assessment to determine what resources are necessary to care for residents competently during both day-to-day operations (including nights and weekends) and emergencies.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
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 request, refuse, and/or discontinue treatment, to participate in or refuse to participate in experimental research, and to formulate an advance directive.
+ 3 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 |
|---|---|---|---|---|
| BAUDER FAMILY INVESTMENTS, LLC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 33% | Jan 1, 2022 |
| BOULWARE ST JAMES LLC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 33% | Jan 1, 2022 |
| BOULWARE, STEVEN | DIRECT OWNERSHIP INTEREST | Individual | N/A | Jan 1, 2022 |
| BAUDER, KELLY | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 8% | Jan 1, 2022 |
| BAUDER, MADISON | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 8% | Jan 1, 2022 |
| BAUDER, PARKER | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 8% | Jan 1, 2022 |
| BOULWARE, THOMAS | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 8% | Jan 1, 2022 |
| WALKER, KATIE | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 8% | Jan 1, 2022 |
| BAUDER, WILLIAM | INDIRECT OWNERSHIP INTEREST | Individual | N/A | Jan 1, 2022 |
| BOULWARE, STEVEN | INDIRECT OWNERSHIP INTEREST | Individual | N/A | Jan 1, 2022 |
| BAUDER FAMILY INVESTMENTS, LLC | 5% OR GREATER SECURITY INTEREST | Organization | N/A | Jan 1, 2022 |
| BOULWARE ST JAMES LLC | 5% OR GREATER SECURITY INTEREST | Organization | N/A | Jan 1, 2022 |
| BAUDER, KELLY | 5% OR GREATER SECURITY INTEREST | Individual | N/A | Jan 1, 2022 |
| BAUDER, MADISON | 5% OR GREATER SECURITY INTEREST | Individual | N/A | Jan 1, 2022 |
| BAUDER, PARKER | 5% OR GREATER SECURITY INTEREST | Individual | N/A | Jan 1, 2022 |
| BAUDER, WILLIAM | 5% OR GREATER SECURITY INTEREST | Individual | N/A | Jan 1, 2022 |
| BOULWARE, STEVEN | 5% OR GREATER SECURITY INTEREST | Individual | N/A | Jan 1, 2022 |
| BOULWARE, THOMAS | 5% OR GREATER SECURITY INTEREST | Individual | N/A | Jan 1, 2022 |
| WALKER, KATIE | 5% OR GREATER SECURITY INTEREST | Individual | N/A | Jan 1, 2022 |
| PRIORITY MANAGEMENT GROUP, LLC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Jan 1, 2022 |
| BAUDER, WILLIAM | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2022 |
| BOULWARE, STEVEN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2022 |
| BAUDER FAMILY INVESTMENTS, LLC | ADP OF THE SNF | Organization | N/A | Jan 1, 2022 |
| BOULWARE ST JAMES LLC | ADP OF THE SNF | Organization | N/A | Jan 1, 2022 |
| PRIORITY MANAGEMENT GROUP, LLC | ADP OF THE SNF | Organization | N/A | May 27, 2025 |
| PROGRESSIVE REHAB SOLUTIONS, LLC | ADP OF THE SNF | Organization | N/A | Jan 1, 2022 |
| BAUDER, KELLY | ADP OF THE SNF | Individual | N/A | Jan 1, 2022 |
| BAUDER, MADISON | ADP OF THE SNF | Individual | N/A | Jan 1, 2022 |
| BAUDER, PARKER | ADP OF THE SNF | Individual | N/A | Jan 1, 2022 |
| BAUDER, WILLIAM | ADP OF THE SNF | Individual | N/A | Jan 1, 2022 |
| BOULWARE, DOUGLAS | ADP OF THE SNF | Individual | N/A | Apr 18, 2025 |
| BOULWARE, STEVEN | ADP OF THE SNF | Individual | N/A | Jan 1, 2022 |
| BOULWARE, THOMAS | ADP OF THE SNF | Individual | N/A | Jan 1, 2022 |
| GRUBB, TERRA | ADP OF THE SNF | Individual | N/A | Feb 1, 2022 |
| JOHNSON, SEAN | ADP OF THE SNF | Individual | N/A | Apr 18, 2025 |
| REED, DAVID | ADP OF THE SNF | Individual | N/A | Apr 18, 2025 |
| WALKER, KATIE | ADP OF THE SNF | Individual | N/A | Jan 1, 2022 |
Compare CMS ratings and recorded fines for Camelot Rehabilitation at Magnolia Park 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 38 facilities. View all →