CMS data snapshot: July 2026
• CMS rates this facility 1/5 stars (below average)
• Google users rate it 3.7/5 based on 26 reviews
• Has 40 certified beds with an average of 27.8 residents per day (70% occupancy)
• Last health inspection found 11 deficiencies (inspected Nov 17, 2025)
• Has been fined a total of $16,556 across 1 fine(s)
• Total nursing staff: 4.34 hours per resident per day
• Staff turnover rate: 51.5% (high)
Cost data: Genworth/CareScout Cost of Care Survey (2024). Demographics: U.S. Census Bureau ACS (2022).
Enterprise Estates Nuring Center is a 1-star Medicare and Medicaid certified nursing home in Enterprise, Kansas with 40 certified beds. It has been operating since 2004. The facility scored below average compared to Kansas facilities.
Have the Quality Assessment and Assurance group have the required members and meet at least quarterly
Prevent the use of unnecessary psychotropic medications or use medications that may restrain a resident's ability to function.
Provide the required documentation or notification related to the resident's needs, appeal rights, or bed-hold policies.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
Try different approaches before using a bed rail. If a bed rail is needed, the facility must (1) assess a resident for safety risk; (2) review these risks and benefits with the resident/representative; (3) get informed consent; and (4) Correctly install and maintain the bed rail.
Ensure that nurses and nurse aides have the appropriate competencies to care for every resident in a way that maximizes each resident's well being.
Ensure a licensed pharmacist perform a monthly drug regimen review, including the medical chart, following irregularity reporting guidelines in developed policies and procedures.
Provide timely, quality laboratory services/tests to meet the needs of residents.
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 and implement policies and procedures for flu and pneumonia vaccinations.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Provide care or services that was trauma informed and/or culturally competent.
Implement gradual dose reductions(GDR) and non-pharmacological interventions, unless contraindicated, prior to initiating or instead of continuing psychotropic medication; and PRN orders for psychotropic medications are only used when the medication is necessary and PRN use is limited.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Designate a qualified infection preventionist to be responsible for the infection prevent and control program in the nursing home.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
+ 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 |
|---|---|---|---|---|
| KARL, LARRY | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | N/A | Feb 1, 1975 |
| ANDERSON, FRANCIS | CORPORATE DIRECTOR | Individual | N/A | May 21, 2008 |
| BLACK, PAMELA | CORPORATE DIRECTOR | Individual | N/A | Jul 10, 2017 |
| COCHRAN, LESLEY | CORPORATE DIRECTOR | Individual | N/A | Sep 15, 2022 |
| FLIPPO, SCOTT | CORPORATE DIRECTOR | Individual | N/A | Sep 15, 2019 |
| JONES, CHRISTOPHER | CORPORATE DIRECTOR | Individual | N/A | Sep 1, 1990 |
| KARL, LARRY | CORPORATE DIRECTOR | Individual | N/A | Feb 1, 1975 |
| MOHR, HAROLD | CORPORATE DIRECTOR | Individual | N/A | May 19, 2010 |
| SHEETS, AUDREY | CORPORATE DIRECTOR | Individual | N/A | Jul 1, 2017 |
| ANDERSON, FRANCIS | CORPORATE OFFICER | Individual | N/A | May 21, 2007 |
| COCHRAN, LESLEY | CORPORATE OFFICER | Individual | N/A | Sep 15, 2022 |
| FLIPPO, SCOTT | CORPORATE OFFICER | Individual | N/A | Sep 15, 2019 |
| JONES, CHRISTOPHER | CORPORATE OFFICER | Individual | N/A | Sep 1, 1990 |
| KARL, LARRY | CORPORATE OFFICER | Individual | N/A | Feb 1, 1975 |
| SHEETS, AUDREY | CORPORATE OFFICER | Individual | N/A | Jul 1, 2017 |
| BLACK, PAMELA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 10, 2017 |