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.
Villa Coronado D/p SNF is a 5-star Medicare and Medicaid certified nursing home in Coronado, California with 122 certified beds. It has been operating since 1967. Its overall CMS rating is 5 out of 5.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Provide appropriate care for residents who are continent or incontinent of bowel/bladder, appropriate catheter care, and appropriate care to prevent urinary tract infections.
Provide safe, appropriate pain management 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.
Ensure a licensed pharmacist perform a monthly drug regimen review, including the medical chart, following irregularity reporting guidelines in developed policies and procedures.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
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 pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Let each resident or the resident's legal representative access or purchase copies of all the resident's records.
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.
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.
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 appropriate treatment and care according to orders, resident’s preferences and goals.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
Implement gradual dose reductions(GDR) and non-pharmacological interventions, unless contraindicated, prior to initiating or instead of continuing psychotropic medication; and PRN orders for psychotropic medications are only used when the medication is necessary and PRN use is limited.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
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 |
|---|---|---|---|---|
| SHARP HEALTHCARE | DIRECT OWNERSHIP INTEREST | Organization | N/A | Jul 1, 1994 |
| ARENDSEE, LINDSEY | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Oct 1, 2023 |
| BRAUN, JANE | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Oct 1, 2024 |
| BUTERA, MICHAEL | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jan 1, 2020 |
| CAMPBELL, ROBERT | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jun 1, 2021 |
| LENNARD, WILLIAM | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jan 1, 2022 |
| MAIR, ERIC | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jan 1, 2024 |
| METZGER, SCOTT | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jun 1, 2024 |
| MONTGOMERY, MARLENA | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Aug 1, 2019 |
| PLUMB, PAUL | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jun 1, 2021 |
| SOMMER, CAROL | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jul 1, 2017 |
| STANLEY, SYDNEY | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jun 1, 2024 |
| WEISMAN, JUDY | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Oct 1, 2023 |
| WOIWODE, MICHAEL | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jan 1, 2022 |
| ARENDSEE, LINDSEY | CORPORATE DIRECTOR | Individual | N/A | Oct 1, 2023 |
| BENJALIL, FAHD | CORPORATE DIRECTOR | Individual | N/A | Jun 1, 2024 |
| BRAUN, JANE | CORPORATE DIRECTOR | Individual | N/A | Oct 1, 2024 |
| BUTERA, MICHAEL | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2020 |
| CAMPBELL, ROBERT | CORPORATE DIRECTOR | Individual | N/A | Jun 1, 2021 |
| EVANS, WILLIAM | CORPORATE DIRECTOR | Individual | N/A | Oct 30, 2022 |
| LENNARD, WILLIAM | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2022 |
| MAIR, ERIC | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2024 |
| MONTGOMERY, MARLENA | CORPORATE DIRECTOR | Individual | N/A | Aug 1, 2019 |
| PLUMB, PAUL | CORPORATE DIRECTOR | Individual | N/A | Jun 1, 2021 |
| SOMMER, CAROL | CORPORATE DIRECTOR | Individual | N/A | Jul 1, 2017 |
| WEISMAN, JUDY | CORPORATE DIRECTOR | Individual | N/A | Oct 1, 2023 |
| WOIWODE, MICHAEL | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2022 |
| HOWARD, CHRISTOPHER | CORPORATE OFFICER | Individual | N/A | Mar 1, 2019 |
| METZGER, SCOTT | CORPORATE OFFICER | Individual | N/A | Jun 1, 2024 |
| STANLEY, SYDNEY | CORPORATE OFFICER | Individual | N/A | Jun 1, 2024 |
| SHARP HEALTHCARE | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Jul 1, 1994 |
| ATIS, GLEND | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 1, 2007 |
| BENJALIL, FAHD | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jun 1, 2024 |
| EVANS, WILLIAM | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Dec 1, 2016 |
| FAHID, AMIR | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 1, 2021 |
| MONTGOMERY, MARLENA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Aug 1, 2019 |
| SHARP HEALTHCARE | ADP OF THE SNF | Organization | N/A | Dec 20, 2025 |
| ATIS, GLEND | ADP OF THE SNF | Individual | N/A | Oct 1, 2007 |
| FAHID, AMIR | ADP OF THE SNF | Individual | N/A | Feb 6, 2026 |
Compare CMS ratings and recorded fines for Villa Coronado D/p SNF 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.