CMS data snapshot: July 2026
Facility results compared with averages for CMS-certified nursing homes in Indiana. 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.
Transcendent Healthcare of Owensville is a 1-star Medicare and Medicaid certified nursing home in Owensville, Indiana with 68 certified beds. It has been operating since 1993. Its overall CMS rating is 1 out of 5.
Develop and implement policies and procedures for flu and pneumonia vaccinations.
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.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
Allow resident to participate in the development and implementation of his or her person-centered plan of care.
Allow residents to self-administer drugs if determined clinically appropriate.
Ensure services provided by the nursing facility meet professional standards of quality.
Provide rooms that are at least 80 square feet per resident in multiple rooms and 100 square feet for single resident rooms.
Electronically submit to CMS complete and accurate direct care staffing information, based on payroll and other verifiable and auditable data.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
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.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
Provide rooms that are at least 80 square feet per resident in multiple rooms and 100 square feet for single resident rooms.
Make sure that a working call system is available in each resident's bathroom and bathing area.
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.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Provide care by qualified persons according to each resident's written plan of care.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Provide rooms that are at least 80 square feet per resident in multiple rooms and 100 square feet for single resident rooms.
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 |
|---|---|---|---|---|
| HAEHL, PHILLIP | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jan 1, 2023 |
| CLAXTON, RYAN | CORPORATE OFFICER | Individual | N/A | Mar 26, 2025 |
| TRANSCENDENT HEALTHCARE, LLC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Apr 1, 2015 |
| BRADSHAW PREUSZ, MELINDA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 1, 2014 |
| BRINK, BRUCE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jun 1, 2007 |
| CLAXTON, RYAN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 26, 2025 |
| ALKIRE, KELSEY | INDIVIDUAL IS AN OWNER, PARTNER OR TRUSTEE OF ANY ADP OF THE SNF | Individual | N/A | Apr 3, 2026 |
| HAPE, KEENAN | INDIVIDUAL IS AN OWNER, PARTNER OR TRUSTEE OF ANY ADP OF THE SNF | Individual | N/A | Apr 3, 2026 |
| NEAL, MICHAEL | INDIVIDUAL IS AN OWNER, PARTNER OR TRUSTEE OF ANY ADP OF THE SNF | Individual | N/A | Apr 3, 2026 |
| O'NIONES, TOMMY | INDIVIDUAL IS AN OWNER, PARTNER OR TRUSTEE OF ANY ADP OF THE SNF | Individual | N/A | Apr 21, 2026 |
| TRANSCENDENT HEALTHCARE OF BOONVILLE-NORTH REAL ESTATE, LLC | ADP OF THE SNF | Organization | N/A | Apr 1, 2015 |
| TRANSCENDENT HEALTHCARE REHABILITATION SERVICES, LLC | ADP OF THE SNF | Organization | N/A | Apr 1, 2015 |
| TRANSCENDENT HEALTHCARE, LLC | ADP OF THE SNF | Organization | N/A | Oct 8, 2025 |
| BRADSHAW PREUSZ, MELINDA | ADP OF THE SNF | Individual | N/A | May 1, 2014 |
| BRINK, BRUCE | ADP OF THE SNF | Individual | N/A | Jun 1, 2007 |
| CLAXTON, RYAN | ADP OF THE SNF | Individual | N/A | Mar 26, 2025 |
| GIPSON, SARA | ADP OF THE SNF | Individual | N/A | Jan 14, 2023 |
| HAEHL, PHILLIP | ADP OF THE SNF | Individual | N/A | Jan 1, 2023 |
| HALL, EVA SUE | ADP OF THE SNF | Individual | N/A | Jun 17, 2014 |
| HAMMOND, MICHAEL | ADP OF THE SNF | Individual | N/A | Dec 19, 2025 |
| HEDGE, ADRIAN | ADP OF THE SNF | Individual | N/A | Sep 1, 2020 |
| SWEATT, MEGHAN | ADP OF THE SNF | Individual | N/A | May 29, 2019 |
Compare CMS ratings and recorded fines for Transcendent Healthcare of Owensville 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.