CMS data snapshot: July 2026
Facility results compared with averages for CMS-certified nursing homes in Oklahoma. 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.
Village Health Care Center is a 1-star Medicare and Medicaid certified nursing home in Broken Arrow, Oklahoma with 90 certified beds. It has been operating since 1994. Its overall CMS rating is 1 out of 5.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Assure that each resident’s assessment is updated at least once every 3 months.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Regularly inspect all bed frames, mattresses, and bed rails (if any) for safety; and all bed rails and mattresses must attach safely to the bed frame.
Prevent the use of unnecessary psychotropic medications or use medications that may restrain a resident's ability to function.
Provide the required documentation or notification related to the resident's needs, appeal rights, or bed-hold policies.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
Develop and implement policies and procedures for flu and pneumonia vaccinations.
Provide timely, quality laboratory services/tests to meet the needs of residents.
Give residents notice of Medicaid/Medicare coverage and potential liability for services not covered.
Ensure that each resident is free from the use of physical restraints, unless needed for medical treatment.
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.
Honor the resident's right to request, refuse, and/or discontinue treatment, to participate in or refuse to participate in experimental research, and to formulate an advance directive.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
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.
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 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.
Set up an ongoing quality assessment and assurance group to review quality deficiencies and develop corrective plans of action.
+ 8 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 |
|---|---|---|---|---|
| MONTGOMERY, COLTON | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 50% | Dec 1, 2022 |
| MONTGOMERY, TARALEE | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 50% | Dec 1, 2022 |
| MONTGOMERY, COLTON | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Dec 1, 2022 |
| MCGUIRE, ANGELA | ADP OF THE SNF | Individual | N/A | Apr 29, 2025 |
| MONTGOMERY, COLTON | ADP OF THE SNF | Individual | N/A | Dec 1, 2022 |
| MONTGOMERY, TARALEE | ADP OF THE SNF | Individual | N/A | Dec 1, 2022 |
| WOODHOUSE, PATTY | ADP OF THE SNF | Individual | N/A | Dec 1, 2022 |
Compare CMS ratings and recorded fines for Village Health Care Center 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.