CMS data snapshot: July 2026
Facility results compared with averages for CMS-certified nursing homes in North Carolina. 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.
The Oaks is a 2-star Medicare and Medicaid certified nursing home in Winston-Salem, North Carolina with 131 certified beds. It has been operating since 1988. Its overall CMS rating is 2 out of 5.
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.
Electronically submit to CMS complete and accurate direct care staffing information, based on payroll and other verifiable and auditable data.
Honor the resident's right to and the facility must promote and facilitate resident self-determination through support of resident choice.
Honor the resident's right to organize and participate in resident/family groups in the facility.
Create and put into place a plan for meeting the resident's most immediate needs within 48 hours of being admitted
Ensure services provided by the nursing facility meet professional standards of quality.
Provide or get specialized rehabilitative services as required for a resident.
Provide bedrooms that don't allow residents to see each other when privacy is needed.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
Honor the resident's right to organize and participate in resident/family groups in the facility.
Allow resident to participate in the development and implementation of his or her person-centered plan of care.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Provide appropriate care for residents who are continent or incontinent of bowel/bladder, appropriate catheter care, and appropriate care to prevent urinary tract infections.
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.
Set up an ongoing quality assessment and assurance group to review quality deficiencies and develop corrective plans of action.
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.
Make sure that a working call system is available in each resident's bathroom and bathing area.
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.
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 |
|---|---|---|---|---|
| LIBERTY HEALTHCARE GROUP LLC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | N/A | May 1, 2011 |
| MCNEILL, JOHN | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | N/A | May 1, 2011 |
| MCNEILL, RONALD | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | N/A | May 3, 2011 |
| CALCUTT, JOSEPH | W-2 MANAGING EMPLOYEE | Individual | N/A | May 1, 2011 |
| KEENER, GARRETT | W-2 MANAGING EMPLOYEE | Individual | N/A | Jun 23, 2023 |
| MCNEILL, JOHN | W-2 MANAGING EMPLOYEE | Individual | N/A | May 1, 2011 |
| MCNEILL, RONALD | W-2 MANAGING EMPLOYEE | Individual | N/A | May 3, 2011 |
| PURIFOY, PENNY | W-2 MANAGING EMPLOYEE | Individual | N/A | May 1, 2011 |
| WILSON, JEFFREY | W-2 MANAGING EMPLOYEE | Individual | N/A | May 1, 2011 |
| MILLER, ROBERT | CORPORATE DIRECTOR | Individual | N/A | Sep 1, 2024 |
| WILSON, JEFFREY | CORPORATE DIRECTOR | Individual | N/A | May 1, 2011 |
Compare CMS ratings and recorded fines for The Oaks 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 37 facilities. View all →