CMS data snapshot: July 2026
Facility results compared with averages for CMS-certified nursing homes in Arizona. 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.
Brookdale Santa Catalina is a 4-star Medicare certified nursing home in Tucson, Arizona with 42 certified beds. It has been operating since 1999. Its overall CMS rating is 4 out of 5.
Develop and implement policies and procedures to prevent abuse, neglect, and theft.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Allow residents to self-administer drugs if determined clinically appropriate.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
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.
Provide timely notification to the resident, and if applicable to the resident representative and ombudsman, before transfer or discharge, including appeal rights.
Notify the resident or the resident’s representative in writing how long the nursing home will hold the resident’s bed in cases of transfer to a hospital or therapeutic leave.
Create and put into place a plan for meeting the resident's most immediate needs within 48 hours of being admitted
Create and put into place a plan for meeting the resident's most immediate needs within 48 hours of being admitted
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.
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 the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Ensure necessary information is communicated to the resident, and receiving health care provider at the time of a planned discharge.
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.
Designate a qualified infection preventionist to be responsible for the infection prevent and control program in the nursing home.
Develop and implement policies and procedures for flu and pneumonia vaccinations.
Give their staff education on dementia care, and what abuse, neglect, and exploitation are; and how to report abuse, neglect, and exploitation.
+ 1 more deficiencies
No penalties on record.
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 |
|---|---|---|---|---|
| ARCPI HOLDINGS INC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 100% | Apr 30, 2002 |
| WHITE, CHADWICK | CORPORATE DIRECTOR | Individual | N/A | Mar 9, 2018 |
| KUSSOW, DAWN | CORPORATE OFFICER | Individual | N/A | Feb 15, 2024 |
| LA MARRE, KEVIN | CORPORATE OFFICER | Individual | N/A | Jan 22, 2017 |
| MUNOZ, ANNA | CORPORATE OFFICER | Individual | N/A | Feb 15, 2024 |
| STENGLE, NIKOLAS | CORPORATE OFFICER | Individual | N/A | Nov 8, 2025 |
| WHITE, CHADWICK | CORPORATE OFFICER | Individual | N/A | Mar 9, 2018 |
| BOGARD, RENEE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 6, 2026 |
| CURTIS, REBECCA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 22, 2025 |
| KUSSOW, DAWN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Feb 15, 2024 |
| MUNOZ, ANNA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Feb 15, 2024 |
| SCHILTZ, JULIE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 22, 2025 |
| STENGLE, NIKOLAS | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Nov 8, 2025 |
| WADLEIGH, JOHN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 22, 2025 |
| WHITE, CHADWICK | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 9, 2018 |
| ASHER, JORDAN | INDIVIDUAL IS AN OWNER, PARTNER OR TRUSTEE OF ANY ADP OF THE SNF | Individual | N/A | Aug 26, 2025 |
| DRAYTON, CLAUDIA | INDIVIDUAL IS AN OWNER, PARTNER OR TRUSTEE OF ANY ADP OF THE SNF | Individual | N/A | Aug 26, 2025 |
| FIORAVANTI, MARK | INDIVIDUAL IS AN OWNER, PARTNER OR TRUSTEE OF ANY ADP OF THE SNF | Individual | N/A | Aug 26, 2025 |
| FREED, VICTORIA | INDIVIDUAL IS AN OWNER, PARTNER OR TRUSTEE OF ANY ADP OF THE SNF | Individual | N/A | Aug 26, 2025 |
| HAUSMAN, JOSHUA | INDIVIDUAL IS AN OWNER, PARTNER OR TRUSTEE OF ANY ADP OF THE SNF | Individual | N/A | Aug 26, 2025 |
| MACE, ELIZABETH | INDIVIDUAL IS AN OWNER, PARTNER OR TRUSTEE OF ANY ADP OF THE SNF | Individual | N/A | Aug 26, 2025 |
| MUNOZ, ANNA | INDIVIDUAL IS AN OWNER, PARTNER OR TRUSTEE OF ANY ADP OF THE SNF | Individual | N/A | Aug 26, 2025 |
| WARREN, DENISE | INDIVIDUAL IS AN OWNER, PARTNER OR TRUSTEE OF ANY ADP OF THE SNF | Individual | N/A | Aug 26, 2025 |
| WIELANSKY, LEE | INDIVIDUAL IS AN OWNER, PARTNER OR TRUSTEE OF ANY ADP OF THE SNF | Individual | N/A | Aug 26, 2025 |
| LBMC PC | ADP OF THE SNF | Organization | N/A | Jan 1, 2024 |
| OHI ASSET (AZ) TUCSON-7500 NORTH CALLE SIN ENVIDIA LLC | ADP OF THE SNF | Organization | N/A | Jan 20, 2021 |
| OHI HEALTHCARE PROPERTIES LIMITED PARTNERSHIP | ADP OF THE SNF | Organization | N/A | Jan 20, 2021 |
| OMEGA HEALTHCARE INVESTORS INC | ADP OF THE SNF | Organization | N/A | Jan 20, 2021 |
| WALTERS FINANCIAL SERVICES INC | ADP OF THE SNF | Organization | N/A | Jul 22, 2025 |
| BOGARD, RENEE | ADP OF THE SNF | Individual | N/A | May 20, 2026 |
| RADEKA, NICHOLAS | ADP OF THE SNF | Individual | N/A | Jul 7, 2025 |
| WADLEIGH, JOHN | ADP OF THE SNF | Individual | N/A | Aug 25, 2025 |
Compare CMS ratings and recorded fines for Brookdale Santa Catalina 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.
This chain operates 14 facilities. View all →