1/5
CMS (the Centers for Medicare & Medicaid Services) is the federal agency that rates nursing home quality. Its Overall Rating runs from 1 to 5 stars, combining health inspections, staffing, and quality measures, with inspections weighted most heavily.
1/5
CMS (the Centers for Medicare & Medicaid Services) is the federal agency that rates nursing home quality. Its Overall Rating runs from 1 to 5 stars, combining health inspections, staffing, and quality measures, with inspections weighted most heavily.
A 68-bed nursing home in Solomons, Maryland, Hermitage at St. John’s Creek is on the western shore of Chesapeake Bay. Operating for 31 years, the community is owned by Hermisol Holdco LLC and welcomes Medicare, Medicaid, and private pay. It’s then accessible to families with different coverage options. The home is geared toward short-term rehabilitation, with on-site therapy services and a doctor on staff. This makes it a practical choice for someone recuperating from surgery, illness, or hospitalization who needs structured clinical support alongside nursing care. The average stay is about 103 days, indicating post-acute rehab residents and those shifting to longer-term placement. With 3 hours and 22 minutes of total nursing care per resident day, attentive support is built into the daily routine.
Daily structure centers on the restaurant-style dining room, where residents eat three balanced meals daily, and the activities program, which runs full-time all week with dedicated activity staff. The facility maintains 24-hour staffing and 24-hour visiting hours, so families can visit anytime. Residents can personalize their private rooms with individual climate control and utilize in-room kitchenettes. Common areas include amenities like complimentary Wi-Fi and cable television. Snacks are available all the time, and housekeeping service is daily. Transportation is arranged for residents who need to travel for appointments or other needs. The facility is set in Solomons, which scores 42 out of 100 for walkability. Though most outings require transportation, some nearby services are reachable on foot. The home maintains a secure, locked facility and spotlights its home-like atmosphere throughout. With an on-call maintenance team available 24/7, the everyday environment is designed to feel supported and stable.
The Overall CMS Rating combines results from health inspections, staffing levels and quality measures. Health inspections carry the most weight. Staffing and quality scores can increase or decrease the final rating based on performance compared to state and national standards.
Based on the results of the facility's three most recent standard inspections and any complaint investigations. CMS reviews the number, scope, and severity of deficiencies, with more recent findings weighted more heavily.
Measures average nursing staff hours per resident per day, including Registered Nurses (RNs) and total nursing staff. Ratings are adjusted based on the level of care residents require and are compared to state and national benchmarks.
Based on clinical and physical health indicators reported to CMS, such as hospital readmissions, falls, pressure ulcers, and improvements in mobility. These measures reflect how well residents' health needs are being managed.
Daily nursing hours per resident by staff type, reported to CMS. Higher is generally better — compare this facility to state and national averages to see where staffing stands.
Total adjusted nursing hours per resident per day, combining RN, LPN, and aide time. CMS adjusts this for case-mix so facilities can be fairly compared.
| Staff type | Hours / Day / Resident | vs state avg |
|---|---|---|
|
Registered Nurse (RN)
RNs hold the highest nursing license and can assess residents, interpret test results, and direct care plans. More RN hours per day often signals stronger clinical oversight and faster response to health changes.
| 39m per day | |
|
LPN / LVN
Licensed Practical Nurses (LPNs) or Licensed Vocational Nurses (LVNs) deliver routine hands-on care — medication administration, wound dressing, and monitoring vital signs. They work under RN supervision and make up a large share of daily bedside care.
| 43m per day | |
|
Nurse Aide
Certified Nurse Aides (CNAs) provide the most direct day-to-day assistance: bathing, dressing, feeding, and mobility. Nurse aide hours are typically the largest staffing category and directly affect residents' quality of life.
| 2h 16m per day | |
|
Weekend Total Nursing
Combined nursing hours (RN + LPN + Nurse Aide) per resident per day on weekends. Staffing often drops on weekends — this figure reveals whether the facility maintains adequate coverage outside of weekday hours.
| 3h 11m per day | |
|
Physical Therapist
Hours per resident per day provided by licensed Physical Therapists (PTs) or PT Assistants. PT services help residents recover mobility after injury or illness and are especially important for post-acute (short-stay) rehabilitation.
| 3m per day | |
|
Weekend RN
Registered nurse hours specifically on weekends. Facilities sometimes reduce RN presence on Saturdays and Sundays — a low weekend RN figure compared to weekday hours can indicate reduced clinical oversight when most administrative staff are absent.
| 21m per day |
Average number of days residents stay at this facility, based on CMS cost report data. Shorter stays often reflect post-acute or rehab care; longer stays reflect long-term care.
State average N/A
Last Health inspection on Mar 2025
State average N/A
State average N/A
Health citations are formal notices following inspections when they fail to comply with safety and care standards.
17 of 31 citations resulted from standard inspections; 10 of 31 resulted from complaint investigations; and 4 of 31 came from combined inspections (standard and complaint).
In line with State averageState average: N/A
In line with State averageState average: N/A
Corrected
Corrected
Corrected
Corrected
Reporting period: October 1 – December 31, 2025 (Q4 2025). Source: CMS Payroll-Based Journal report.
0% compared with State averageState average ratio: 0 : 0
0% compared with State averageState average: 0 hours
This data comes from the CMS Payroll-Based Journal report covering October 1 – December 31, 2025.
Manages medical care and health needs.
25 total: 11 full-time employees and 14 contractors.
25
Average shift length. Calculated as total hours divided by days worked and average staff per day.
8.7 hoursAssists with medical care and medications.
35 total: 16 full-time employees and 19 contractors.
35
Average shift length. Calculated as total hours divided by days worked and average staff per day.
8.3 hoursHelps with daily care and mobility.
76 total: 58 full-time employees and 18 contractors.
76
Average shift length. Calculated as total hours divided by days worked and average staff per day.
8.2 hours
This data comes from the CMS Payroll-Based Journal report covering October 1 – December 31, 2025.
Total hours from contractors
1,797 contractor hours this quarter
This data comes from the CMS Payroll-Based Journal report covering October 1 – December 31, 2025.
| Certified Nursing Assistant | 58 | 18 | 76 | 18,838 | 92 | 100% | 8.2 |
| Licensed Practical Nurse | 16 | 19 | 35 | 5,952 | 92 | 100% | 8.3 |
| Registered Nurse | 11 | 14 | 25 | 3,593 | 92 | 100% | 8.7 |
| Clinical Nurse Specialist | 4 | 0 | 4 | 1,347 | 73 | 79% | 7.7 |
| Other Dietary Services Staff | 4 | 0 | 4 | 1,315 | 92 | 100% | 7 |
| Physical Therapy Assistant | 5 | 0 | 5 | 1,256 | 73 | 79% | 7.1 |
| Dietitian | 2 | 0 | 2 | 872 | 65 | 71% | 7.3 |
| Speech Language Pathologist | 3 | 0 | 3 | 840 | 67 | 73% | 6.7 |
| Mental Health Service Worker | 3 | 0 | 3 | 552 | 71 | 77% | 4.4 |
| Physical Therapy Aide | 2 | 0 | 2 | 489 | 65 | 71% | 7.3 |
| Respiratory Therapy Technician | 3 | 0 | 3 | 473 | 71 | 77% | 6.7 |
| Administrator | 1 | 0 | 1 | 470 | 64 | 70% | 7.3 |
| Nurse Practitioner | 1 | 0 | 1 | 450 | 62 | 67% | 7.3 |
| Qualified Social Worker | 1 | 0 | 1 | 401 | 63 | 68% | 6.4 |
| Medical Director | 0 | 1 | 1 | 54 | 27 | 29% | 2 |
Includes penalties issued in 2023-2024
Federal penalties imposed by CMS for regulatory violations, including civil money penalties (fines) and denials of payment for new Medicare/Medicaid admissions.
Source: CMS Penalties Database (Data as of Jan 2026)
268% higher than State averageState average: $61K
370% more fines than State averageState average: 1.5
Serious action where Medicare and/or Medicaid temporarily stops payments for new residents until issues are fixed.
0
100% fewer payment denials than State averageState average: 0.1
Penalties are imposed by CMS for violations of federal nursing home regulations.
7 penalties in the past 3 years
Multiple penalties were reported in the last 3 years.
Fines imposed for noncompliance, which can be assessed per day or per instance of violation.
Aug 29, 2024
Fines imposed for noncompliance, which can be assessed per day or per instance of violation.
Feb 20, 2024
Fines imposed for noncompliance, which can be assessed per day or per instance of violation.
Feb 12, 2024
Fines imposed for noncompliance, which can be assessed per day or per instance of violation.
Jan 22, 2024Last updated: Jan 2026
These measures show how residents usually do over time at this home, based on health outcomes and preventive care.
A composite score based on pressure ulcers, falls with injury, weight loss, walking ability decline, and activities of daily living decline.
12.5
In line with State averageState average: 12.9
A composite score based on activities of daily living decline, walking ability decline, and incontinence.
23.8
7% better than State averageState average: 25.7
Percent of long-stay residents whose need for help with daily activities has increased
12.9%
46% better than State averageState average: 23.7%
Percent of long-stay residents whose ability to move independently worsened
31.0%
12% worse than State averageState average: 27.7%
Percent of low risk long-stay residents who lose control of their bowels or bladder
27.4%
6% worse than State averageState average: 25.9%
Percent of long-stay residents experiencing one or more falls with major injury
2.0%
11% better than State averageState average: 2.3%
Percent of long-stay high risk residents with pressure ulcers
6.6%
In line with State averageState average: 6.5%
Percent of long-stay residents with a urinary tract infection
0.8%
48% better than State averageState average: 1.6%
Percent of long-stay residents who lose too much weight
10.0%
73% worse than State averageState average: 5.8%
Percent of long-stay residents who have depressive symptoms
15.6%
23% better than State averageState average: 20.2%
Percent of long-stay residents who received an antipsychotic medication
17.1%
32% worse than State averageState average: 12.9%
Percent of long-stay residents assessed and appropriately given the pneumococcal vaccine
99.2%
8% better than State averageState average: 92.0%
Percent of long-stay residents assessed and appropriately given the seasonal influenza vaccine
100.0%
In line with State averageState average: 96.6%
Percent of short-stay residents assessed and appropriately given the pneumococcal vaccine
95.8%
22% better than State averageState average: 78.4%
Percent of short-stay residents who newly received an antipsychotic medication
0.7%
53% better than State averageState average: 1.4%
Percent of short-stay residents assessed and appropriately given the seasonal influenza vaccine
90.0%
12% better than State averageState average: 80.6%
Quality measures are calculated from Minimum Data Set (MDS) assessments. For most measures, lower percentages indicate better care quality.
90% of new residents, usually for short-term rehab.
9% of new residents, often for short stays.
1% of new residents, often for long-term daily care.
Source: CMS Long-Term Care Facility Characteristics (Data as of Jan 2026)
Total residents
85Residents meet regularly to discuss policies, care quality, and activities
Family members meet regularly to discuss policies, care quality, and activities
Organized group of family members that meets regularly to discuss facility policies, resident care, and activities.
Organized group of residents that meets regularly to discuss facility policies, quality of life, and activities.
Data sourced from CMS Long-Term Care Facility Characteristics quarterly report. Payer mix reflects the current resident census by primary payment source.
Historical financial and operational data for Hermitage at St. John’s Creek from 2011–2023, based on CMS SNF Cost Reports.
Key figures below are for fiscal year ending in 12/2023.
Based on CMS SNF Cost Report for fiscal year ending in 12/2023.
Net patient revenue — what the home actually collects for resident care, after contractual allowances, bad debt and discounts are subtracted from its gross charges (CMS cost report, Worksheet G-3). It covers resident care only; money the home earns from other sources is shown separately as "Other income."
Net patient income: net patient revenue minus the home's total operating expenses. A positive figure means it earns more from resident care than it spends to deliver it; a negative figure means the opposite. It excludes non-operating "other income."
Net patient revenue — what the home actually collects for resident care, after contractual allowances, bad debt and discounts are subtracted from its gross charges (CMS cost report, Worksheet G-3). It covers resident care only; money the home earns from other sources is shown separately as "Other income."
Net patient income: net patient revenue minus the home's total operating expenses. A positive figure means it earns more from resident care than it spends to deliver it; a negative figure means the opposite. It excludes non-operating "other income."
Money the home earns outside of resident care — such as investments, grants, rentals and other non-operating sources (CMS cost report, Worksheet G-3). It is tracked separately from net patient revenue: it is not part of that figure, and it is not included in net patient income.
Staff salaries plus wage-related costs — benefits such as payroll taxes, health insurance and retirement — from the home's own accounting records (CMS cost report, Worksheet A). Contract or agency labor is counted separately, under other operating costs.
Rank #93 / 144Payroll — State benchmarkedThis home is ranked 93rd out of 144 homes in Maryland for Payroll. Shows total annual staff payroll benchmarked to the Maryland average. Higher payroll investment relative to peers often signals better staffing and less reliance on cheaper contract labor.Rankings are based only on facilities in Maryland that report data for that category. Facilities without available data are excluded from the ranking.Click the rank badge to see the full State ranking.Click here to see the full State ranking.
Payroll as a share of revenue: staff salaries and wage-related benefits divided by net patient revenue. A higher figure means more of each revenue dollar goes to staff pay.
Rank #112 / 144Payroll % — State benchmarkedThis home is ranked 112th out of 144 homes in Maryland for Payroll %. Shows payroll as a percentage of revenue versus the Maryland average. Well-run Maryland facilities typically land around 49–56% — the top third Statewide. Below 25% may signal understaffing or heavy agency use — read with Staffing ratings.Rankings are based only on facilities in Maryland that report data for that category. Facilities without available data are excluded from the ranking.Click the rank badge to see the full State ranking.Click here to see the full State ranking.
Everything it costs to run the home apart from payroll — food, utilities, supplies, maintenance, contract labor and administration. Calculated as total operating expense minus payroll (staff salaries and wage-related benefits).
The home's total operating expense for the year — all the costs of running it, salaries included (CMS cost report, Worksheet G-3).
Most residents typically stay for a few weeks or months before returning home or moving on.
Most new residents arrive under Medicare (90% of admissions), and a typical Medicare stay runs around 1 - 2 months.
Coverage residents most often arrive under.
Coverage residents most often leave under.
0.7 miles from city center
Estimated distance in miles from Solomons's city center to Hermitage at St. John’s Creek's address, calculated via Google Maps.
Add your location
The information below is reported by the Maryland Department of Health, Office of Health Care Quality.
| Sterling Care Hillhaven Assisted Living and Memory Care | NH AL HOS MC SNF | Adelphi (Knollwood) | - | 66 | - | 25 | Studio / 1 Bed |
| Lutheran Village at Miller’s Grant | NH AL IL SNF | Ellicott City (Lutheran Village At Miller’s Grant) | - | 36 | - | 19 | 1 Bed / 2 Bed |
| Hermitage at St. John’s Creek | NH AL HOS PC RC SNF | Solomons | - | 68 | - | 42 | - |
| HeartLands Senior Living at Ellicott City | NH AL IL | Ellicott City (Plum Tree) | - | 182 | - | 14 | Studio / 1 Bed / 2 Bed |
| Brooke Grove Retirement Village | NH AL IL MC RC SNF | Sandy Spring | - | 190 | A+ | 7 | Private Rooms |
Hermitage at St. John’s Creek has a walk score of 42. Somewhat walkable. A few nearby services may be reachable on foot, but most trips require transportation.
Hermitage at St. John’s Creek's occupancy is 94.1%.
Hermitage at St. John’s Creek is registered as a for-profit in MD.
Hermitage at St. John’s Creek has 68 beds.
Yes — there are 3 photos of Hermitage at St. John’s Creek in the photo gallery on this page.
Hermitage at St. John’s Creek is located at 13325 Dowell Road, Solomons, MD 20688.
(410) 326-0070 will put you in contact with the team at Hermitage at St. John’s Creek.
Care Cost Calculator: See Prices in Your Area
Nursing Home Data Explorer
Don’t Wait Too Long: 7 Red Flag Signs Your Parent Needs Assisted Living Now
The True Cost of Assisted Living in 2025 – And How Families Are Paying For It
Understanding Senior Living Costs: Pricing Models, Discounts & Financial Assistance
