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.
Stonebrook Post Acute is a 4-star Medicare and Medicaid certified nursing home in Concord, California with 120 certified beds. It has been operating since 1990. Its overall CMS rating is 4 out of 5.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
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.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
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.
Coordinate assessments with the pre-admission screening and resident review program; and referring for services as needed.
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.
Provide medically-related social services to help each resident achieve the highest possible quality of life.
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.
Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
Create and put into place a plan for meeting the resident's most immediate needs within 48 hours of being admitted
Provide sufficient support personnel to safely and effectively carry out the functions of the food and nutrition service.
Ensure food and drink is palatable, attractive, and at a safe and appetizing temperature.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
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.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Provide care and assistance to perform activities of daily living for any resident who is unable.
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.
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.
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 |
|---|---|---|---|---|
| HEALTH MANAGEMENT INC | DIRECT OWNERSHIP INTEREST | Organization | N/A | Jan 1, 2011 |
| HIGHTOWER, TODD | DIRECT OWNERSHIP INTEREST | Individual | N/A | Jan 1, 2011 |
| HIGHTOWER, TODD | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jan 1, 2011 |
| COOPER, LORI | W-2 MANAGING EMPLOYEE | Individual | N/A | Dec 2, 1999 |
| RONCAGLIOLO, YVETTE | W-2 MANAGING EMPLOYEE | Individual | N/A | Jul 1, 2016 |
| HIGHTOWER, TODD | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2011 |
| COOPER, LORI | CORPORATE OFFICER | Individual | N/A | Dec 2, 1999 |
| HIGHTOWER, TODD | CORPORATE OFFICER | Individual | N/A | Jan 1, 2011 |
| HEALTH MANAGEMENT INC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Jul 1, 2016 |
| COOPER, LORI | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 1, 2016 |
| HIGHTOWER, TODD | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2011 |
| RONCAGLIOLO, YVETTE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Nov 7, 2024 |
| HEALTH MANAGEMENT INC | ADP OF THE SNF | Organization | N/A | Dec 17, 2024 |
| COOPER, LORI | ADP OF THE SNF | Individual | N/A | Dec 17, 2024 |
| HIGHTOWER, TODD | ADP OF THE SNF | Individual | N/A | Dec 17, 2024 |
| RONCAGLIOLO, YVETTE | ADP OF THE SNF | Individual | N/A | Dec 17, 2024 |
Compare CMS ratings and recorded fines for Stonebrook Post Acute 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.