CMS data snapshot: July 2026
Facility results compared with averages for CMS-certified nursing homes in Tennessee. 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.
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.
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.
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.
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.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
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.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Protect each resident from the wrongful use of the resident's belongings or money.
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.
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.
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 |
|---|---|---|---|---|
| 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 |
| COLLINS, MILLARD | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Feb 1, 2025 |
| MILLER, GINA | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Feb 1, 2025 |
| PERKINS, TONI | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Feb 1, 2025 |
| SMITH, MICHAEL | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Feb 1, 2025 |
| WAKEFIELD, TANISHA | MANAGING CONTROL - GOVERNING BODY | 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 |
| 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 |
| 4343 ASHLAND CITY HIGHWAY TN LLC | ADP OF THE SNF | Organization | N/A | Mar 12, 2025 |
| PROVIDENCE ADMINISTRATIVE CONSULTING SERVICES INC | ADP OF THE SNF | Organization | N/A | Apr 16, 2025 |
| COLLINS, MILLARD | ADP OF THE SNF | Individual | N/A | Feb 7, 2025 |
| HEARNS, EDWARD | ADP OF THE SNF | Individual | N/A | Mar 12, 2025 |
Compare CMS ratings and recorded fines for Eaton Creek Post Acute 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 281 facilities. View all →