CMS data snapshot: July 2026
Facility results compared with averages for CMS-certified nursing homes in Oklahoma. 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.
Glenhaven Retirement Village is a 2-star Medicare and Medicaid certified nursing home in Chickasha, Oklahoma with 120 certified beds. It has been operating since 1999. Its overall CMS rating is 2 out of 5.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Make sure there is a pest control program to prevent/deal with mice, insects, or other pests.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Electronically submit to CMS complete and accurate direct care staffing information, based on payroll and other verifiable and auditable data.
Assess the resident completely in a timely manner when first admitted, and then periodically, at least every 12 months.
Assure that each resident’s assessment is updated at least once every 3 months.
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 care and assistance to perform activities of daily living for any resident who is unable.
Provide appropriate care for a resident to maintain and/or improve range of motion (ROM), limited ROM and/or mobility, unless a decline is for a medical reason.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
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.
Regularly inspect all bed frames, mattresses, and bed rails (if any) for safety; and all bed rails and mattresses must attach safely to the bed frame.
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.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
Provide care and assistance to perform activities of daily living for any resident who is unable.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
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.
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 timely, quality laboratory services/tests to meet the needs of residents.
Develop and implement policies and procedures for flu and pneumonia vaccinations.
Assure that each resident’s assessment is updated at least once every 3 months.
Encode each resident’s assessment data and transmit these data to the State within 7 days of assessment.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
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 |
|---|---|---|---|---|
| HAMILTON, GLENDA | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | N/A | Jul 9, 2004 |
| LANCE, BILLY | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | N/A | Jul 9, 2004 |
| MASON, MICHAEL | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | N/A | May 1, 2005 |
| MASON, PATRICK | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | N/A | Jul 9, 2004 |
| TRETT, JENNY | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | N/A | Jul 9, 2004 |
| HAMILTON, GLENDA | CORPORATE DIRECTOR | Individual | N/A | Jul 25, 2005 |
| LANCE, BILLY | CORPORATE DIRECTOR | Individual | N/A | Jul 25, 2005 |
| MASON, MICHAEL | CORPORATE DIRECTOR | Individual | N/A | Jul 25, 2005 |
| MASON, PATRICK | CORPORATE DIRECTOR | Individual | N/A | Jul 25, 2005 |
| HAMILTON, GLENDA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 9, 2004 |
Compare CMS ratings and recorded fines for Glenhaven Retirement Village 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.