CMS data snapshot: July 2026
Facility results compared with averages for CMS-certified nursing homes in Kentucky. 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.
Treyton Oak Towers is a 1-star Medicare and Medicaid certified nursing home in Louisville, Kentucky with 60 certified beds. It has been operating since 1984. Its overall CMS rating is 1 out of 5.
Ensure that residents are fully informed and understand their health status, care and treatments.
Ensure that each resident is free from the use of physical restraints, unless needed for medical treatment.
Prevent the use of unnecessary psychotropic medications or use medications that may restrain a resident's ability to function.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
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.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Administer the facility in a manner that enables it to use its resources effectively and efficiently.
Conduct and document a facility-wide assessment to determine what resources are necessary to care for residents competently during both day-to-day operations (including nights and weekends) and emergencies.
Make sure that the nursing home area is safe, easy to use, clean and comfortable for residents, staff and the public.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
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.
Provide care and assistance to perform activities of daily living for any resident who is unable.
Provide the appropriate treatment and services to a resident who displays or is diagnosed with dementia.
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.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
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.
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 |
|---|---|---|---|---|
| MCARTHUR, ANNE | W-2 MANAGING EMPLOYEE | Individual | N/A | Apr 1, 2024 |
| NOAH, KRISTI | W-2 MANAGING EMPLOYEE | Individual | N/A | Aug 26, 2024 |
| BARNETT, SUSAN | CORPORATE DIRECTOR | Individual | N/A | Oct 25, 2016 |
| BRINKMAN, SCOTT | CORPORATE DIRECTOR | Individual | N/A | Oct 13, 2020 |
| EVITS, KATHERINE | CORPORATE DIRECTOR | Individual | N/A | Oct 25, 2016 |
| FEKETE, ALBERT | CORPORATE DIRECTOR | Individual | N/A | Oct 21, 2014 |
| GARY, JAMES | CORPORATE DIRECTOR | Individual | N/A | Oct 13, 2020 |
| HARDY, ALVAH | CORPORATE DIRECTOR | Individual | N/A | Oct 13, 2020 |
| HOUZE, RICHARD | CORPORATE DIRECTOR | Individual | N/A | Oct 25, 2016 |
| LOPE, PAUL | CORPORATE DIRECTOR | Individual | N/A | Oct 13, 2020 |
| MCCARTER, ROBERT | CORPORATE DIRECTOR | Individual | N/A | Nov 3, 2009 |
| PARTENHEIMER, PHILIP | CORPORATE DIRECTOR | Individual | N/A | Nov 16, 2012 |
| RAGLAND, DEATRA | CORPORATE DIRECTOR | Individual | N/A | Nov 8, 2011 |
| RILEY, JOE | CORPORATE DIRECTOR | Individual | N/A | Oct 9, 2012 |
| SIMONIS, PATRICIA | CORPORATE DIRECTOR | Individual | N/A | Oct 13, 2020 |
| SMITH, JOHN | CORPORATE DIRECTOR | Individual | N/A | Nov 3, 2009 |
| WHEELER, PATRICIA | CORPORATE DIRECTOR | Individual | N/A | Oct 9, 2012 |
| WILLETT, WILLIAM | CORPORATE DIRECTOR | Individual | N/A | Oct 25, 2016 |
| MCARTHUR, ANNE | CORPORATE OFFICER | Individual | N/A | Apr 1, 2024 |
Compare CMS ratings and recorded fines for Treyton Oak Towers 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.