78/100
Above average
200 Sterling Drive, Hopkinsville, KY 42240
Every point is shown. Nothing is weighted behind the scenes — the full formula is on How we grade.
Citations from state health inspections over the last three surveys, weighted by how much harm CMS says they caused.
Nursing hours per resident per day, adjusted for how sick the residents are, plus RN cover and weekend consistency.
How much of the nursing team leaves in a year. High turnover means a resident rarely sees the same face twice.
The CMS quality-measure rating, built from resident outcomes like falls, pressure ulcers, infections and antipsychotic use.
Fines and payment denials CMS has imposed. A denial of payment means CMS stopped paying for new admissions.
Hours of nursing care each resident receives per day. The marker on each bar is the national average.
RNs are the licence level most likely to catch a resident deteriorating.
The shift most families visit, and the one thinned first.
The share of nursing staff who left over the last year.
Last standard health inspection: May 1, 2026 (3 months ago). That inspection produced no citations — the findings below are older.
Resident Assessment and Care Planning Deficiencies
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
No actual harm, potential for more than minimal harm
Quality of Life and Care Deficiencies
Provide appropriate care for residents who are continent or incontinent of bowel/bladder, appropriate catheter care, and appropriate care to prevent urinary tract infections.
No actual harm, potential for more than minimal harm
Quality of Life and Care Deficiencies
Provide safe and appropriate respiratory care for a resident when needed.
No actual harm, potential for more than minimal harm
Pharmacy Service Deficiencies
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...
No actual harm, potential for more than minimal harm
Part of CHRISTIAN CARE COMMUNITIES, which operates 5 homes. Staffing budgets are usually set at chain level, not in the building.
| Owner | Type | Role | Since |
|---|---|---|---|
| BELL, JILL | Individual | CORPORATE DIRECTOR | — |
| CALLOWAY, NICOLE | Individual | CORPORATE DIRECTOR | — |
| HUGHES, JENNIFER | Individual | CORPORATE DIRECTOR | — |
| STANLEY, DAVID | Individual | CORPORATE DIRECTOR | — |
| SPALDING, MARY | Individual | CORPORATE OFFICER | — |
| WOODS, JAMIE | Individual | CORPORATE OFFICER | — |
| COMPERRY, LUANNE | Individual | OPERATIONAL/MANAGERIAL CONTROL | — |
| CHRISTIAN CARE COMMUNITIES, INC | Organization | ADP OF THE SNF | — |
| COMPERRY, LUANNE | Individual | ADP OF THE SNF | — |
| TOMS, ELIZABETH | Individual | ADP OF THE SNF | — |
| WOODS, JAMIE | Individual | ADP OF THE SNF | — |
| CHRISTIAN CARE COMMUNITIES, INC | Organization | 5% OR GREATER DIRECT OWNERSHIP INTEREST | — |
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Christian Health Center holds an ElderGrade of B (78 out of 100), which we describe as "above average". The grade combines its inspection citations, nurse staffing levels, staff turnover, resident outcomes and enforcement history from the federal CMS record.
Residents receive an average of 4.29 nursing hours per day across all nursing staff, against a national average of 3.86 hours.
No. None of the 4 citations on record were scored at the levels CMS uses to indicate actual harm or immediate jeopardy.
Yes, Christian Health Center is certified to accept Medicaid, which is the programme that pays for long-term custodial care once a resident meets their state's income and asset limits.