• CMS rates this facility 1/5 stars (below average)
• Has 200 certified beds with an average of 160.8 residents per day (80% occupancy)
• Last health inspection found 50 deficiencies (inspected Dec 12, 2024)
• Has been fined a total of $37,516 across 2 fine(s)
• Total nursing staff: 3.45 hours per resident per day
• Staff turnover rate: 45.5%
• Part of the Pacs Group chain (254 facilities)
Highland Hills Post Acute is a 1-star Medicare and Medicaid certified nursing home in Pittsburgh, Pennsylvania with 200 certified beds. It has been operating since 1990. The facility scored below average compared to Pennsylvania facilities.
Keep residents' personal and medical records private and confidential.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Provide care and assistance to perform activities of daily living for any resident who is unable.
Provide appropriate care for a resident to maintain and/or improve range of motion (ROM), limited ROM and/or mobility, unless a decline is for a medical reason.
Reasonably accommodate the needs and preferences of each resident.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
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.
Respond appropriately to all alleged violations.
Provide appropriate care for a resident to maintain and/or improve range of motion (ROM), limited ROM and/or mobility, unless a decline is for a medical reason.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Provide medically-related social services to help each resident achieve the highest possible quality of life.
Administer the facility in a manner that enables it to use its resources effectively and efficiently.
Follow rules about disclosure of ownership requirements and tell the state agency about changes in ownership and/or administrative personnel.
Hire a qualified full-time social worker in a facility with more than 120 beds.
Develop, implement, and/or maintain an effective training program that includes effective communications for direct care staff members.
Conduct mandatory training, for all staff, on the facility’s Quality Assurance and Performance Improvement Program.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
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.
Respond appropriately to all alleged violations.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Create and put into place a plan for meeting the resident's most immediate needs within 48 hours of being admitted
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Ensure that the resident and his/her doctor meet face-to-face at all required visits.
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.
Administer the facility in a manner that enables it to use its resources effectively and efficiently.
Conduct and document a facility-wide assessment to determine what resources are necessary to care for residents competently during both day-to-day operations (including nights and weekends) and emergencies.
+ 70 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 |
|---|---|---|---|---|
| PACS GROUP, INC. | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Nov 1, 2024 |
| PACS HOLDINGS, LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Nov 1, 2024 |
| HANCOCK, MARK | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | N/A | Nov 1, 2024 |
| MURRAY, JASON | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | N/A | Nov 1, 2024 |
| PACS GROUP, INC. | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Nov 1, 2024 |
| PACS HOLDINGS, LLC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Nov 1, 2024 |
| PROVIDENCE GROUP NH, LLC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Nov 1, 2024 |
| APT, FREDERICK | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Nov 1, 2024 |
| JERGENSEN, JOSHUA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Nov 1, 2024 |
| MITCHELL, JOHN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Nov 1, 2024 |
| WILLIAMS, CRISTINE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Nov 1, 2024 |
| APT, FREDERICK | CORPORATE OFFICER | Individual | N/A | Nov 1, 2024 |
| MITCHELL, JOHN | CORPORATE OFFICER | Individual | N/A | Nov 1, 2024 |
This chain operates 254 facilities. View all →