CMS data snapshot: July 2026
Facility results compared with averages for CMS-certified nursing homes in Idaho. 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.
Power County Skilled Nursing Facility is a 1-star Medicare and Medicaid certified nursing home in American Falls, Idaho with 21 certified beds. It has been operating since 1976. Its overall CMS rating is 1 out of 5.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
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 treatment and care according to orders, resident’s preferences and goals.
Encode each resident’s assessment data and transmit these data to the State within 7 days of assessment.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
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.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Set up an ongoing quality assessment and assurance group to review quality deficiencies and develop corrective plans of action.
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.
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 a licensed pharmacist perform a monthly drug regimen review, including the medical chart, following irregularity reporting guidelines in developed policies and procedures.
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.
Provide or get specialized rehabilitative services as required for a resident.
Develop and implement policies and procedures for flu and pneumonia vaccinations.
Honor the resident's right to voice grievances without discrimination or reprisal and the facility must establish a grievance policy and make prompt efforts to resolve grievances.
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.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
+ 10 more deficiencies
No penalties on record.
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 |
|---|---|---|---|---|
| LOVE, SUSAN | CORPORATE DIRECTOR | Individual | N/A | May 1, 2021 |
| PERMANN, DONNA | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2023 |
| TRAPPETT, JEFF | CORPORATE DIRECTOR | Individual | N/A | May 1, 2021 |
| CONOVER, SCOTT | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 17, 2017 |
| CROFT, SHAUNA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Aug 1, 2024 |
| LOVE, SUSAN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 1, 2021 |
| PERMANN, DONNA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2023 |
| TAYLOR, JACKLYN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 30, 2025 |
| TRAPPETT, JEFF | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 1, 2021 |
| CONOVER, SCOTT | ADP OF THE SNF | Individual | N/A | Jul 17, 2017 |
| TAYLOR, JACKLYN | ADP OF THE SNF | Individual | N/A | Oct 30, 2025 |
Compare CMS ratings and recorded fines for Power County Skilled Nursing Facility 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.