• CMS rates this facility 5/5 stars (above average)
• Has 129 certified beds with an average of 84.2 residents per day (65% occupancy)
• Last health inspection found 11 deficiencies (inspected May 22, 2025)
• Has been fined a total of $57,124 across 10 fine(s)
• Total nursing staff: 7.07 hours per resident per day
• Staff turnover rate: 14.8%
The Villas at Poway is a 5-star Medicare and Medicaid certified nursing home in Poway, California with 129 certified beds. It has been operating since 1988. The facility scored above average compared to California facilities.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
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.
Keep residents' personal and medical records private and confidential.
Provide enough food/fluids to maintain a resident's health.
Provide safe, appropriate dialysis care/services for a resident who requires such services.
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 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.
Designate a physician to serve as medical director responsible for implementation of resident care policies and coordination of medical care in the facility.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
Provide and implement an infection prevention and control program.
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.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Honor the resident's right to be treated with respect and dignity and to retain and use personal possessions.
Reasonably accommodate the needs and preferences of each resident.
Assure that each resident’s assessment is updated at least once every 3 months.
Create and put into place a plan for meeting the resident's most immediate needs within 48 hours of being admitted
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
Provide enough food/fluids to maintain a resident's health.
Ensure each resident’s drug regimen must be free from unnecessary drugs.
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 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.
Dispose of garbage and refuse properly.
Set up an ongoing quality assessment and assurance group to review quality deficiencies and develop corrective plans of action.
Provide and implement an infection prevention and control program.
Designate a qualified infection preventionist to be responsible for the infection prevent and control program in the nursing home.
+ 10 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 |
|---|---|---|---|---|
| PALOMAR HEALTH | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Jun 24, 1966 |
| BAKER, STEPHANIE | CORPORATE DIRECTOR | Individual | N/A | Feb 14, 2022 |
| HANSEN, DIANE | CORPORATE DIRECTOR | Individual | N/A | Dec 1, 2017 |
| KING, HUBERT | CORPORATE DIRECTOR | Individual | N/A | Apr 18, 2022 |
| PIEARSON, JAMI | CORPORATE DIRECTOR | Individual | N/A | Feb 4, 2019 |
| WAISHKEY, HELEN | CORPORATE DIRECTOR | Individual | N/A | Aug 30, 2021 |
| BAKER, STEPHANIE | CORPORATE OFFICER | Individual | N/A | Feb 14, 2022 |
| HANSEN, DIANE | CORPORATE OFFICER | Individual | N/A | Dec 1, 2017 |
| KING, HUBERT | CORPORATE OFFICER | Individual | N/A | Apr 18, 2022 |
| WAISHKEY, HELEN | CORPORATE OFFICER | Individual | N/A | Aug 30, 2021 |
| BAKER, STEPHANIE | W-2 MANAGING EMPLOYEE | Individual | N/A | Feb 14, 2022 |
| HANSEN, DIANE | W-2 MANAGING EMPLOYEE | Individual | N/A | Oct 15, 2012 |
| KING, HUBERT | W-2 MANAGING EMPLOYEE | Individual | N/A | Apr 18, 2022 |
| PIEARSON, JAMI | W-2 MANAGING EMPLOYEE | Individual | N/A | Feb 4, 2019 |
| WAISHKEY, HELEN | W-2 MANAGING EMPLOYEE | Individual | N/A | Aug 30, 2021 |