CMS data snapshot: July 2026
Facility results compared with averages for CMS-certified nursing homes in Kansas. 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.
Medicalodges Leavenworth is a 1-star Medicare and Medicaid certified nursing home in Leavenworth, Kansas with 45 certified beds. It has been operating since 1987. Its overall CMS rating is 1 out of 5.
Protect each resident from the wrongful use of the resident's belongings or money.
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.
Employ sufficient staff with the appropriate competencies and skills sets to carry out the functions of the food and nutrition service, including a qualified dietician.
Designate a qualified infection preventionist to be responsible for the infection prevent and control program in the nursing home.
Ensure nurse aides have the skills they need to care for residents, and give nurse aides education in dementia care and abuse prevention.
Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
Provide appropriate care for residents who are continent or incontinent of bowel/bladder, appropriate catheter care, and appropriate care to prevent urinary tract infections.
Ensure a licensed pharmacist perform a monthly drug regimen review, including the medical chart, following irregularity reporting guidelines in developed policies and procedures.
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.
Arrange for the provision of hospice services or assist the resident in transferring to a facility that will arrange for the provision of hospice services.
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.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
Give residents notice of Medicaid/Medicare coverage and potential liability for services not covered.
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.
Create and put into place a plan for meeting the resident's most immediate needs within 48 hours of being admitted
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.
Ensure necessary information is communicated to the resident, and receiving health care provider at the time of a planned discharge.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
+ 31 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 |
|---|---|---|---|---|
| MEDICALODGES INC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 100% | Apr 19, 1976 |
| BUTLER, RICHARD | CORPORATE DIRECTOR | Individual | N/A | Jul 1, 2003 |
| COX, GAREN | CORPORATE DIRECTOR | Individual | N/A | Feb 26, 1998 |
| DOLL, GAYLE | CORPORATE DIRECTOR | Individual | N/A | Oct 21, 2009 |
| GROVER, BRIDGET | CORPORATE DIRECTOR | Individual | N/A | Jun 1, 2025 |
| HINES, SCOTT | CORPORATE DIRECTOR | Individual | N/A | Mar 19, 2009 |
| LAGER, SHANNON | CORPORATE DIRECTOR | Individual | N/A | Mar 23, 2018 |
| MARSHALL, CAROL | CORPORATE DIRECTOR | Individual | N/A | Jul 27, 2006 |
| OTT, RON | CORPORATE DIRECTOR | Individual | N/A | Sep 15, 2006 |
| CHRISTMAS, KEVIN | CORPORATE OFFICER | Individual | N/A | Mar 27, 2025 |
| COOVER, TERESA | CORPORATE OFFICER | Individual | N/A | Jul 7, 2016 |
| DANIELS, JANA | CORPORATE OFFICER | Individual | N/A | Mar 27, 2025 |
| DILLON, WILLIAM | CORPORATE OFFICER | Individual | N/A | Sep 12, 2022 |
| FISHER, KRISTYN | CORPORATE OFFICER | Individual | N/A | Mar 28, 2024 |
| HINES, SCOTT | CORPORATE OFFICER | Individual | N/A | Mar 20, 2009 |
| KELLY, ELIZABETH | CORPORATE OFFICER | Individual | N/A | Mar 27, 2025 |
| LAGER, SHANNON | CORPORATE OFFICER | Individual | N/A | Jun 15, 2013 |
| LANTZ, KATHLEEN | CORPORATE OFFICER | Individual | N/A | Nov 1, 2013 |
| LISTWAN, SAMANTHA | CORPORATE OFFICER | Individual | N/A | Jun 5, 2017 |
| MCBRIDE, TRAVIS | CORPORATE OFFICER | Individual | N/A | Nov 15, 2012 |
| ROHLING MCCORD, CATHERINE | CORPORATE OFFICER | Individual | N/A | Jun 9, 2000 |
| SCHERTZ, AMBER | CORPORATE OFFICER | Individual | N/A | Oct 5, 2023 |
| WAECHTER HARMON, LORI | CORPORATE OFFICER | Individual | N/A | Sep 3, 2015 |
| BLUE HAIR HEALTH CARE | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Apr 29, 2025 |
| MEDICALODGES INC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Apr 19, 1976 |
| AVERY, SCOTT | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Apr 29, 2025 |
| BURKE, PATRICK | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Nov 1, 2024 |
| HINES, SCOTT | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 19, 2009 |
| COX, GAREN | TRUSTEE OF THE SNF | Individual | N/A | Feb 26, 1998 |
| HINES, SCOTT | TRUSTEE OF THE SNF | Individual | N/A | Jun 9, 2000 |
| ROHLING MCCORD, CATHERINE | TRUSTEE OF THE SNF | Individual | N/A | Jun 9, 2000 |
| BLUE HAIR HEALTH CARE | ADP OF THE SNF | Organization | N/A | Dec 1, 2025 |
| MEDICALODGES INC | ADP OF THE SNF | Organization | N/A | Jul 16, 2025 |
| AVERY, SCOTT | ADP OF THE SNF | Individual | N/A | Apr 3, 2025 |
| BURKE, PATRICK | ADP OF THE SNF | Individual | N/A | Nov 1, 2024 |
Compare CMS ratings and recorded fines for Medicalodges Leavenworth 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 19 facilities. View all →