CMS data snapshot: July 2026
Facility results compared with averages for CMS-certified nursing homes in California. 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.
Hillcrest Heights Healthcare Center is a 5-star Medicare and Medicaid certified nursing home in San Diego, California with 96 certified beds. It has been operating since 1995. Its overall CMS rating is 5 out of 5.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
Ensure each resident receives and the facility provides food that accommodates resident allergies, intolerances, and preferences, as well as appealing options.
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 menus must meet the nutritional needs of residents, be prepared in advance, be followed, be updated, be reviewed by dietician, and meet the needs of the resident.
Ensure the transfer/discharge meets the resident's needs/preferences and that the resident is prepared for a safe transfer/discharge.
Provide the required documentation or notification related to the resident's needs, appeal rights, or bed-hold policies.
Create and put into place a plan for meeting the resident's most immediate needs within 48 hours of being admitted
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Honor the resident's right to voice grievances without discrimination or reprisal and the facility must establish a grievance policy and make prompt efforts to resolve grievances.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
Honor the resident's right to a safe, clean, comfortable and homelike environment, including but not limited to receiving treatment and supports for daily living safely.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Coordinate assessments with the pre-admission screening and resident review program; and referring for services as needed.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Ensure residents do not lose the ability to perform activities of daily living unless there is a medical reason.
Provide care and assistance to perform activities of daily living for any resident who is unable.
Provide care or services that was trauma informed and/or culturally competent.
Ensure that residents are fully informed and understand their health status, care and treatments.
+ 13 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 |
|---|---|---|---|---|
| ASD6, LLC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 100% | Dec 18, 2019 |
| JACARANDA HEALTHCARE GROUP LLC | INDIRECT OWNERSHIP INTEREST | Organization | N/A | Jan 1, 2023 |
| BRADSHAW, PETER | INDIRECT OWNERSHIP INTEREST | Individual | N/A | Jul 7, 2023 |
| ELSNER, ERIC | INDIRECT OWNERSHIP INTEREST | Individual | N/A | Dec 18, 2019 |
| KIRKWOOD, JARED | INDIRECT OWNERSHIP INTEREST | Individual | N/A | Dec 18, 2019 |
| ORGILL, CRAIG | INDIRECT OWNERSHIP INTEREST | Individual | N/A | Dec 18, 2019 |
| PARTI, RAJESH | INDIRECT OWNERSHIP INTEREST | Individual | N/A | Dec 18, 2019 |
| PARTI, SHRUTY | INDIRECT OWNERSHIP INTEREST | Individual | N/A | Dec 18, 2019 |
| PAXMAN, MARCUS | INDIRECT OWNERSHIP INTEREST | Individual | N/A | Apr 1, 2022 |
| CASLMON, TIMOTHY | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jan 1, 2023 |
| THOMPSON, STEPHEN | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jan 1, 2023 |
| BRADY, VERN | CORPORATE OFFICER | Individual | N/A | Oct 17, 2018 |
| CASE, RYAN | CORPORATE OFFICER | Individual | N/A | Oct 17, 2018 |
| ASD6, LLC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Dec 18, 2019 |
| BIRDJANDI, FARSCHAD | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 2, 2022 |
| CASLMON, TIMOTHY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2023 |
| LUMAWAG, JOHANNA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Aug 15, 2022 |
| MOOKINI, DINA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Nov 20, 2023 |
| THOMPSON, STEPHEN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2023 |
| BRADSHAW, JEFFREY | INDIVIDUAL IS AN OWNER, PARTNER OR TRUSTEE OF ANY ADP OF THE SNF | Individual | N/A | Dec 18, 2025 |
| ASD6, LLC | ADP OF THE SNF | Organization | N/A | Dec 18, 2019 |
| ASPEN HEALTHCARE SERVICES LLC | ADP OF THE SNF | Organization | N/A | Jan 1, 2023 |
| JACARANDA HEALTHCARE GROUP LLC | ADP OF THE SNF | Organization | N/A | Jan 1, 2023 |
| BIRDJANDI, FARSCHAD | ADP OF THE SNF | Individual | N/A | Jan 2, 2022 |
| BRADSHAW, JEFFREY | ADP OF THE SNF | Individual | N/A | Jan 1, 2023 |
| BRADY, VERN | ADP OF THE SNF | Individual | N/A | Jan 1, 2023 |
| CASE, RYAN | ADP OF THE SNF | Individual | N/A | Jan 1, 2023 |
| CASLMON, TIMOTHY | ADP OF THE SNF | Individual | N/A | Jan 1, 2023 |
| JURADO, FRANK | ADP OF THE SNF | Individual | N/A | Jan 1, 2023 |
| LUMAWAG, JOHANNA | ADP OF THE SNF | Individual | N/A | Aug 15, 2022 |
| MOOKINI, DINA | ADP OF THE SNF | Individual | N/A | Nov 20, 2023 |
| PAXMAN, MARCUS | ADP OF THE SNF | Individual | N/A | Jan 1, 2023 |
| THOMPSON, STEPHEN | ADP OF THE SNF | Individual | N/A | Jan 1, 2023 |
Compare CMS ratings and recorded fines for Hillcrest Heights Healthcare Center 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 35 facilities. View all →