Good design encourages flexibility and transformation. Sam Swope Care Center was designed with these qualities in mind for the ease and convenience of residents and guests as well as efficient caregiver flow for maximized treatment and care. It has served tens of thousands of patients over the past 15 years, and the original household models continues to deliver on high-quality, high-touch care.

The Care Center is divided into six household-style neighborhoods including: Walters House, Chandler House, Marsh House, Judy House, Campbell House and Owen House, each catering to a specific resident or guest need. Just as distinct as the households are the four nurse leaders responsible for their respective communities’ oversight.

“Our nurse leaders are like pieces of a puzzle,” said Care Center Executive Director & Administrator David Brown. “Each has their own unique qualities and experiences but they work together perfectly as a team. They communicate and collaborate ensuring residents and guests are well cared for, and their team members have what they need to be successful. It is a challenging and rewarding responsibility that each takes very seriously.”

Walters House
Nurse Lead Jimmy Lyons, LPN, started as an agency nurse floating from household to household when he first started at Masonic Homes Kentucky more than 10 years ago. He became a full-time employee eight years ago, and is the nurse leader of Walters House which caters to short-term rehab guests.

“Walters House has 20 rooms and we care for both pre- and post-surgical patients whether they need IV antibiotics, recovering from a knee or shoulder replacement, require wound care or are needing care and support in preparation for surgery,” said Jimmy.

His team also coordinates follow-up appointments with doctors including transportation and works closely with the on-site Rehabilitation Center to schedule any required therapy services.

“Having a Rehabilitation Center right down the hall is a major benefit to those we serve,” said Jimmy. “They don’t have to worry about how they are going to get the therapies they need to regain their strength and mobility. Our therapist come to their rooms and provides therapy onsite or in the fully-equipped Rehabilitation Center located on the first floor of the Care Center.”

“Many of the issues our guests face are new to them as well as their loved ones,” said Jimmy. “Being available to answer questions and ease concerns is a major part of my job. I keep my office door open so I’m accessible to families.”

According to his Executive Director & Administrator David Brown, Jimmy’s wit and joking nature helps him connect with employees and residents.

“Jimmy is always joking around and keeping the conversation light when appropriate,” said David. “When guests are being admitted and discharged often, his comedic nature helps relieve some of the stress that accompanies the challenges of a fast-paced household.”

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Campbell and Owen Houses
Lead Nurse Jennifer Lopez, LPN, leads by example. She starts her workday between 6 and 6:30 am by making rounds and checking in with residents and her employees. She even throws in a few loads of her residents’ laundry so their loved ones don’t have to worry about hauling it back and forth.

Working in long-term care is in her blood. “I love long-term care and I love my residents,” said Jennifer. “I tell our caregivers that we work for them, and if they want something and it’s possible, we make it happen.”

Both Campbell and Owen have 24 resident rooms and focus on long-term care including medication monitoring and assistance with activities of daily living (ADLs).

“I like to be out of my office as much as possible connecting with residents, opening their curtains and encouraging them to get involved in daily planned activities,” said Jennifer. “We have some residents who prefer spending time in their room so I make sure I visit them and see how their day is going and if they need anything.”

Just like Jimmy, being available to families and loved ones is an important part of her job. “I know the families are very anxious so I make consistent communication a priority so they learn they can trust me,” said Jennifer. “I have some family members who I connect with every Friday to share how their loved one’s week has been. I make sure everyone knows they can call, email or stop by to talk to me at any time.”

She also shares her love of barbecuing, a family side business, with residents. “If their diet allows, I bring in new recipes for residents to sample, and get their input. I enjoy their feedback and they enjoy being my taste-testers and hearing about my life outside of work.”

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Chandler House
Focused on building strong relationships with residents and their families, Lead Nurse Thomas Farrell, LPN, has served as House Lead of Chandler for nearly two years. Chandler House is split between long-term residents and short-term rehab stays. The diversity of care needs require flexibility and the ability to connect with a wide range of personalities and needs.

“Through my experiences, I’ve learned how important it is to communicate with each person as an individual,” said Thomas. “Everyone communicates and learns differently, so it’s essential to understand the best way to connect with each resident, their families, as well as my colleagues and team members.”

His skillset in both long-term care and rehab prepared him for problem-solving the unpredictable situations that often arise.

“Thomas has a gift for building strong relationships with residents, families, and his team—an essential part of quality care in short-term rehab,” said David. “As an Army veteran, he brings leadership, discipline, and compassion to his role.”

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Marsh and Judy Houses
Licensed Practical Nurse Desiree Montgomery makes interacting with her residents a priority. She is Nurse Lead for Marsh House, which provides long-term care and Judy House, which offers a higher level of security for residents living with dementia and other memory-related conditions.

“I try to focus my mornings on office responsibilities including rounding with the nurses and caregivers, attending the clinical meeting and manager huddle and pulling household reports,” said Desiree. “Then I try to get out of my office and connect with my residents, especially those in Judy House. Their moods improve immensely when they receive more human interaction.”

Teamwork is what keeps two Houses and 48 residents well cared for, engaged and safe. It’s a challenge, but one she is happy to accept.

Desiree shared, “The most challenging part of my job is putting out fires because a lot of different situations happen within a day. But, hearing a resident or family member tell us we’ve done a good job it makes the challenges that much more rewarding.”

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May 28, 2026