1/5
CMS (the Centers for Medicare & Medicaid Services) is the federal agency that rates nursing home quality. Its Overall Rating runs from 1 to 5 stars, combining health inspections, staffing, and quality measures, with inspections weighted most heavily.
1/5
CMS (the Centers for Medicare & Medicaid Services) is the federal agency that rates nursing home quality. Its Overall Rating runs from 1 to 5 stars, combining health inspections, staffing, and quality measures, with inspections weighted most heavily.
Magnolia Village is a highly regarded independent living community in Gardendale, AL, that offers compassionate services to maintain older adults’ independence in retirement. With its hotel-like amenities, the community strives to enrich older adults’ living experiences while ensuring comfort. Restaurant-style dining, housekeeping services, and beauty and barber services are also provided, so older adults have a maintenance-free living. The community’s amenities and living spaces are designed with residents’ needs and preferences in mind to help them thrive in their later years.
Live music events, cooking workshops, and brain games are just some of the recreational activities that residents can join to connect with friends and spend their days actively. Pet-friendly spaces also allow residents to live with their pets and prevent loneliness. With its ideal setting near leisure sites in the quiet residential area of Gardendale, the community guarantees a lively and stress-free lifestyle. This independent living community is one of the best options for senior living in Alabama, as proven by several awards and recognitions for its exceptional services.
The Overall CMS Rating combines results from health inspections, staffing levels and quality measures. Health inspections carry the most weight. Staffing and quality scores can increase or decrease the final rating based on performance compared to state and national standards.
Based on the results of the facility's three most recent standard inspections and any complaint investigations. CMS reviews the number, scope, and severity of deficiencies, with more recent findings weighted more heavily.
Measures average nursing staff hours per resident per day, including Registered Nurses (RNs) and total nursing staff. Ratings are adjusted based on the level of care residents require and are compared to state and national benchmarks.
Based on clinical and physical health indicators reported to CMS, such as hospital readmissions, falls, pressure ulcers, and improvements in mobility. These measures reflect how well residents' health needs are being managed.
Daily nursing hours per resident by staff type, reported to CMS. Higher is generally better — compare this facility to state and national averages to see where staffing stands.
Total adjusted nursing hours per resident per day, combining RN, LPN, and aide time. CMS adjusts this for case-mix so facilities can be fairly compared.
| Staff type | Hours / Day / Resident | vs state avg |
|---|---|---|
|
Registered Nurse (RN)
RNs hold the highest nursing license and can assess residents, interpret test results, and direct care plans. More RN hours per day often signals stronger clinical oversight and faster response to health changes.
| 49m per day | |
|
LPN / LVN
Licensed Practical Nurses (LPNs) or Licensed Vocational Nurses (LVNs) deliver routine hands-on care — medication administration, wound dressing, and monitoring vital signs. They work under RN supervision and make up a large share of daily bedside care.
| 1h 27m per day | |
|
Nurse Aide
Certified Nurse Aides (CNAs) provide the most direct day-to-day assistance: bathing, dressing, feeding, and mobility. Nurse aide hours are typically the largest staffing category and directly affect residents' quality of life.
| 3h 33m per day | |
|
Weekend Total Nursing
Combined nursing hours (RN + LPN + Nurse Aide) per resident per day on weekends. Staffing often drops on weekends — this figure reveals whether the facility maintains adequate coverage outside of weekday hours.
| 4h 55m per day | |
|
Physical Therapist
Hours per resident per day provided by licensed Physical Therapists (PTs) or PT Assistants. PT services help residents recover mobility after injury or illness and are especially important for post-acute (short-stay) rehabilitation.
| 7m per day | |
|
Weekend RN
Registered nurse hours specifically on weekends. Facilities sometimes reduce RN presence on Saturdays and Sundays — a low weekend RN figure compared to weekday hours can indicate reduced clinical oversight when most administrative staff are absent.
| 23m per day |
Reporting period: October 1 – December 31, 2025 (Q4 2025). Source: CMS Payroll-Based Journal report.
0% compared with State averageState average ratio: 0 : 0
0% compared with State averageState average: 0 hours
This data comes from the CMS Payroll-Based Journal report covering October 1 – December 31, 2025.
Manages medical care and health needs.
9 total: 7 full-time employees and 2 contractors.
9
Average shift length. Calculated as total hours divided by days worked and average staff per day.
8.1 hoursAssists with medical care and medications.
20 total: 16 full-time employees and 4 contractors.
20
Average shift length. Calculated as total hours divided by days worked and average staff per day.
8.6 hoursHelps with daily care and mobility.
All 46 CNA Staff are full-time employees. No contractors work on this role.
46
Average shift length. Calculated as total hours divided by days worked and average staff per day.
7.4 hours
This data comes from the CMS Payroll-Based Journal report covering October 1 – December 31, 2025.
Total hours from contractors
1,267 contractor hours this quarter
This data comes from the CMS Payroll-Based Journal report covering October 1 – December 31, 2025.
| Certified Nursing Assistant | 46 | 0 | 46 | 12,424 | 92 | 100% | 7.4 |
| Licensed Practical Nurse | 16 | 4 | 20 | 5,622 | 92 | 100% | 8.6 |
| Registered Nurse | 7 | 2 | 9 | 2,160 | 92 | 100% | 8.1 |
| Medication Aide/Technician | 5 | 0 | 5 | 1,396 | 89 | 97% | 9 |
| Mental Health Service Worker | 2 | 0 | 2 | 899 | 66 | 72% | 7.9 |
| Speech Language Pathologist | 6 | 0 | 6 | 870 | 74 | 80% | 5.2 |
| Clinical Nurse Specialist | 5 | 0 | 5 | 623 | 64 | 70% | 7.9 |
| Administrator | 4 | 0 | 4 | 544 | 64 | 70% | 8 |
| Other Dietary Services Staff | 1 | 0 | 1 | 540 | 75 | 82% | 7.2 |
| Physical Therapy Assistant | 4 | 0 | 4 | 514 | 65 | 71% | 6.9 |
| Respiratory Therapy Technician | 4 | 0 | 4 | 423 | 54 | 59% | 7.3 |
| Nurse Practitioner | 2 | 0 | 2 | 418 | 45 | 49% | 7.7 |
| Other Social Services Staff | 1 | 0 | 1 | 396 | 50 | 54% | 7.9 |
| Qualified Social Worker | 5 | 0 | 5 | 357 | 63 | 68% | 4.8 |
| Occupational Therapy Aide | 0 | 3 | 3 | 309 | 43 | 47% | 7.2 |
| Physical Therapy Aide | 3 | 0 | 3 | 145 | 22 | 24% | 4.7 |
| Occupational Therapy Assistant | 0 | 2 | 2 | 22 | 9 | 10% | 2.5 |
| Medical Director | 0 | 2 | 2 | 3 | 2 | 2% | 1.4 |
Includes penalties issued in 2025
Federal penalties imposed by CMS for regulatory violations, including civil money penalties (fines) and denials of payment for new Medicare/Medicaid admissions.
Source: CMS Penalties Database (Data as of Jan 2026)
507% higher than State averageState average: $65K
58% fewer fines than State averageState average: 2.4
Serious action where Medicare and/or Medicaid temporarily stops payments for new residents until issues are fixed.
0
100% fewer payment denials than State averageState average: 0.3
Penalties are imposed by CMS for violations of federal nursing home regulations.
1 penalty in the past 3 years
Mar 19, 2025 · $392K
Fines imposed for noncompliance, which can be assessed per day or per instance of violation.
Mar 19, 2025Last updated: Jan 2026
These measures show how residents usually do over time at this home, based on health outcomes and preventive care.
A composite score based on pressure ulcers, falls with injury, weight loss, walking ability decline, and activities of daily living decline.
6.2
30% better than State averageState average: 8.9
A composite score based on activities of daily living decline, walking ability decline, and incontinence.
14.8
In line with State averageState average: 14.5
Percent of long-stay residents whose need for help with daily activities has increased
11.6%
16% better than State averageState average: 13.9%
Percent of long-stay residents whose ability to move independently worsened
10.5%
35% better than State averageState average: 16.1%
Percent of low risk long-stay residents who lose control of their bowels or bladder
22.2%
64% worse than State averageState average: 13.6%
Percent of long-stay residents experiencing one or more falls with major injury
1.6%
52% better than State averageState average: 3.4%
Percent of long-stay high risk residents with pressure ulcers
5.4%
9% better than State averageState average: 5.9%
Percent of long-stay residents with a urinary tract infection
1.6%
40% better than State averageState average: 2.7%
Percent of long-stay residents who lose too much weight
1.9%
65% better than State averageState average: 5.4%
Percent of long-stay residents who have depressive symptoms
6.7%
444% worse than State averageState average: 1.2%
Percent of long-stay residents who received an antipsychotic medication
5.3%
74% better than State averageState average: 20.7%
Percent of long-stay residents assessed and appropriately given the pneumococcal vaccine
78.2%
15% worse than State averageState average: 91.5%
Percent of long-stay residents assessed and appropriately given the seasonal influenza vaccine
95.4%
In line with State averageState average: 94.8%
Percent of short-stay residents assessed and appropriately given the pneumococcal vaccine
16.8%
80% worse than State averageState average: 83.7%
Percent of short-stay residents who newly received an antipsychotic medication
1.0%
53% better than State averageState average: 2.1%
Percent of short-stay residents assessed and appropriately given the seasonal influenza vaccine
12.5%
84% worse than State averageState average: 80.3%
Quality measures are calculated from Minimum Data Set (MDS) assessments. For most measures, lower percentages indicate better care quality.
15% of new residents, usually for short-term rehab.
56% of new residents, often for short stays.
29% of new residents, often for long-term daily care.
Source: CMS Long-Term Care Facility Characteristics (Data as of Jan 2026)
Total residents
134Residents meet regularly to discuss policies, care quality, and activities
Family members meet regularly to discuss policies, care quality, and activities
Organized group of family members that meets regularly to discuss facility policies, resident care, and activities.
Organized group of residents that meets regularly to discuss facility policies, quality of life, and activities.
Data sourced from CMS Long-Term Care Facility Characteristics quarterly report. Payer mix reflects the current resident census by primary payment source.
Historical financial and operational data for Magnolia Village from 2011–2024, based on CMS SNF Cost Reports.
Based on CMS SNF Cost Report for fiscal year ending in 06/2024.
Net patient revenue — what the home actually collects for resident care, after contractual allowances, bad debt and discounts are subtracted from its gross charges (CMS cost report, Worksheet G-3). It covers resident care only; money the home earns from other sources is shown separately as "Other income."
Net patient income: net patient revenue minus the home's total operating expenses. A positive figure means it earns more from resident care than it spends to deliver it; a negative figure means the opposite. It excludes non-operating "other income."
Net patient revenue — what the home actually collects for resident care, after contractual allowances, bad debt and discounts are subtracted from its gross charges (CMS cost report, Worksheet G-3). It covers resident care only; money the home earns from other sources is shown separately as "Other income."
Net patient income: net patient revenue minus the home's total operating expenses. A positive figure means it earns more from resident care than it spends to deliver it; a negative figure means the opposite. It excludes non-operating "other income."
Money the home earns outside of resident care — such as investments, grants, rentals and other non-operating sources (CMS cost report, Worksheet G-3). It is tracked separately from net patient revenue: it is not part of that figure, and it is not included in net patient income.
Staff salaries plus wage-related costs — benefits such as payroll taxes, health insurance and retirement — from the home's own accounting records (CMS cost report, Worksheet A). Contract or agency labor is counted separately, under other operating costs.
Rank #22 / 135Payroll — State benchmarkedThis home is ranked 22nd out of 135 homes in Alabama. Shows total annual staff payroll benchmarked to the Alabama average. Higher payroll investment relative to peers often signals better staffing and less reliance on cheaper contract labor.Rankings are based only on facilities in Alabama that report data for that category. Facilities without available data are excluded from the ranking.Click the rank badge to see the full State ranking.Click here to see the full State ranking.
Payroll as a share of revenue: staff salaries and wage-related benefits divided by net patient revenue. A higher figure means more of each revenue dollar goes to staff pay.
Rank #86 / 133Payroll % — State benchmarkedThis home is ranked 86th out of 133 homes in Alabama. Shows payroll as a percentage of revenue versus the Alabama average. Well-run Alabama facilities typically land around 54–69% — the top third Statewide. Below 25% may signal understaffing or heavy agency use — read with Staffing ratings.Rankings are based only on facilities in Alabama that report data for that category. Facilities without available data are excluded from the ranking.Click the rank badge to see the full State ranking.Click here to see the full State ranking.
Everything it costs to run the home apart from payroll — food, utilities, supplies, maintenance, contract labor and administration. Calculated as total operating expense minus payroll (staff salaries and wage-related benefits).
The home's total operating expense for the year — all the costs of running it, salaries included (CMS cost report, Worksheet G-3).
Housing Options: Studio
Building Type: Single-story
Beauty Services
Social and Recreational Activities
Exercise Programs
Most residents stay for extended periods and receive ongoing daily care.
Most new residents arrive under private pay (56% of admissions), and a typical private pay stay runs around 1 - 2 months.
Coverage residents most often arrive under.
Coverage residents most often leave under.
1.1 miles from city center
Estimated distance in miles from Gardendale's city center to Magnolia Village's address, calculated via Google Maps.
Add your location
Magnolia Village is in the Gardendale neighborhood.
Magnolia Village has a walk score of 1. Car-dependent. Most errands require a car, with limited nearby walkable options.
Magnolia Village's occupancy is 92.5%.
Magnolia Village is registered as a for-profit.
Yes — there are 6 photos of Magnolia Village in the photo gallery on this page.
Magnolia Village is located at 420 Dean Ln, Gardendale, AL 35071.
(205) 631-9155 will put you in contact with the team at Magnolia Village.
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