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.
San Juan Hills Healthcare Center is a 4-star Medicare certified nursing home in San Juan Capistrano, California with 45 certified beds. It has been operating since 2000. Its overall CMS rating is 4 out of 5.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Ensure drugs and biologicals used in the facility are labeled in accordance with currently accepted professional principles; and all drugs and biologicals must be stored in locked compartments, separately locked, compartments for controlled drugs.
Ensure that residents are fully informed and understand their health status, care and treatments.
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.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Provide for the safe, appropriate administration of IV fluids for a resident when needed.
Provide safe, appropriate dialysis care/services for a resident who requires such services.
Try different approaches before using a bed rail. If a bed rail is needed, the facility must (1) assess a resident for safety risk; (2) review these risks and benefits with the resident/representative; (3) get informed consent; and (4) Correctly install and maintain the bed rail.
Ensure food and drink is palatable, attractive, and at a safe and appetizing temperature.
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.
Regularly inspect all bed frames, mattresses, and bed rails (if any) for safety; and all bed rails and mattresses must attach safely to the bed frame.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
Provide appropriate care for residents who are continent or incontinent of bowel/bladder, appropriate catheter care, and appropriate care to prevent urinary tract infections.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
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.
Honor the resident's right to organize and participate in resident/family groups in the facility.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Provide appropriate care for residents who are continent or incontinent of bowel/bladder, appropriate catheter care, and appropriate care to prevent urinary tract infections.
+ 34 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 |
|---|---|---|---|---|
| ASRV LLC | DIRECT OWNERSHIP INTEREST | Organization | N/A | Nov 3, 2021 |
| ASPEN SKILLED HEALTHCARE INC | INDIRECT OWNERSHIP INTEREST | Organization | N/A | Nov 3, 2021 |
| SACC LLC | INDIRECT OWNERSHIP INTEREST | Organization | N/A | Nov 3, 2021 |
| BRADSHAW, JEFFREY | INDIRECT OWNERSHIP INTEREST | Individual | N/A | Nov 3, 2021 |
| BRADSHAW, PETER | INDIRECT OWNERSHIP INTEREST | Individual | N/A | Jul 7, 2023 |
| BRADY, VERN | INDIRECT OWNERSHIP INTEREST | Individual | N/A | Nov 3, 2021 |
| CASE, RYAN | INDIRECT OWNERSHIP INTEREST | Individual | N/A | Nov 3, 2021 |
| ELSNER, ERIC | INDIRECT OWNERSHIP INTEREST | Individual | N/A | Nov 3, 2021 |
| KIRKWOOD, JARED | INDIRECT OWNERSHIP INTEREST | Individual | N/A | Nov 3, 2021 |
| ORGILL, CRAIG | INDIRECT OWNERSHIP INTEREST | Individual | N/A | Nov 3, 2021 |
| PARTI, RAJESH | INDIRECT OWNERSHIP INTEREST | Individual | N/A | Nov 3, 2021 |
| PARTI, SHRUTY | INDIRECT OWNERSHIP INTEREST | Individual | N/A | Nov 3, 2021 |
| PAXMAN, MARCUS | INDIRECT OWNERSHIP INTEREST | Individual | N/A | Apr 1, 2022 |
| BRADSHAW, JEFFREY | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jan 1, 2023 |
| CASLMON, TIMOTHY | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jan 1, 2023 |
| THOMPSON, STEPHEN | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jan 1, 2023 |
| ASRV LLC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Nov 3, 2021 |
| CASLMON, TIMOTHY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2023 |
| NORDFELT, SPENCER | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 3, 2022 |
| STA ANA, LANIE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Feb 1, 2022 |
| 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 | Aug 21, 2025 |
| ASPEN HEALTHCARE SERVICES LLC | ADP OF THE SNF | Organization | N/A | Jan 1, 2023 |
| ASRV LLC | ADP OF THE SNF | Organization | N/A | Nov 3, 2021 |
| EAST WEST BANK | ADP OF THE SNF | Organization | N/A | Aug 6, 2020 |
| 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 |
| GUU, HUAN | ADP OF THE SNF | Individual | N/A | Jun 1, 2009 |
| JURADO, FRANK | ADP OF THE SNF | Individual | N/A | Jan 1, 2023 |
| NORDFELT, SPENCER | ADP OF THE SNF | Individual | N/A | Jan 3, 2022 |
| PAXMAN, MARCUS | ADP OF THE SNF | Individual | N/A | Jan 1, 2023 |
| STA ANA, LANIE | ADP OF THE SNF | Individual | N/A | Feb 1, 2022 |
| THOMPSON, STEPHEN | ADP OF THE SNF | Individual | N/A | Jan 1, 2023 |
Compare CMS ratings and recorded fines for San Juan Hills 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 →