• Has 124 certified beds with an average of 96.7 residents per day (78% occupancy)
• Last health inspection found 10 deficiencies (inspected Aug 30, 2023)
• Has been fined a total of $122,242 across 3 fine(s)
• Total nursing staff: 3.69 hours per resident per day
• Staff turnover rate: 61.9% (high)
• Part of the Pacs Group chain (254 facilities)
Eaton Creek Post Acute is a not yet rated Medicare and Medicaid certified nursing home in Nashville, Tennessee with 124 certified beds. It has been operating since 1991. The facility scored not rated average compared to Tennessee facilities.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Honor the resident's right to organize and participate in resident/family groups in the facility.
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.
Respond appropriately to all alleged violations.
Provide timely notification to the resident, and if applicable to the resident representative and ombudsman, before transfer or discharge, including appeal rights.
Notify the resident or the resident’s representative in writing how long the nursing home will hold the resident’s bed in cases of transfer to a hospital or therapeutic leave.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Set up an ongoing quality assessment and assurance group to review quality deficiencies and develop corrective plans of action.
Provide and implement an infection prevention and control program.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Protect each resident from the wrongful use of the resident's belongings or money.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Respond appropriately to all alleged violations.
Not transfer or discharge a resident without an adequate reason; and must provide documentation and convey specific information when a resident is transferred or discharged.
Notify the resident or the resident’s representative in writing how long the nursing home will hold the resident’s bed in cases of transfer to a hospital or therapeutic leave.
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.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Provide enough food/fluids to maintain a resident's health.
Provide enough nursing staff every day to meet the needs of every resident; and have a licensed nurse in charge on each shift.
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.
Administer the facility in a manner that enables it to use its resources effectively and efficiently.
Establish a governing body that is legally responsible for establishing and implementing policies for managing and operating the facility and appoints a properly licensed administrator responsible for managing the facility.
Set up an ongoing quality assessment and assurance group to review quality deficiencies and develop corrective plans of action.
Keep residents' personal and medical records private and confidential.
Coordinate assessments with the pre-admission screening and resident review program; and referring for services as needed.
Create and put into place a plan for meeting the resident's most immediate needs within 48 hours of being admitted
+ 5 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 |
|---|---|---|---|---|
| PROVIDENCE GROUP NH, LLC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 100% | Feb 1, 2025 |
| PACS GROUP, INC. | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Feb 1, 2025 |
| PACS HOLDINGS, LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Feb 1, 2025 |
| HANCOCK, MARK | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | N/A | Feb 1, 2025 |
| MURRAY, JASON | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | N/A | Feb 1, 2025 |
| PROVIDENCE ADMINISTRATIVE CONSULTING SERVICES INC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Feb 1, 2025 |
| HEARNS, EDWARD | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Feb 1, 2025 |
| APT, FREDERICK | CORPORATE OFFICER | Individual | N/A | Feb 1, 2025 |
| JERGENSEN, JOSHUA | CORPORATE OFFICER | Individual | N/A | Feb 1, 2025 |
| MITCHELL, JOHN | CORPORATE OFFICER | Individual | N/A | Feb 1, 2025 |
| BRANCH BANKING & TRUST COMPANY | 5% OR GREATER SECURITY INTEREST | Organization | N/A | Feb 1, 2025 |
| TRUIST BANK | 5% OR GREATER SECURITY INTEREST | Organization | N/A | Feb 1, 2025 |
This chain operates 254 facilities. View all →