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.
Staffing hours
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.
Hours per resident per day vs Maryland averages
Total nursing care
This home is ranked 69th out of 121 homes in Maryland for nurse hours. 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.
3h 22m
11% below state avg
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.
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.
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.
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.
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.
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.
5 of 6 metrics below state avg
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 3.9
Last Health inspection on Mar 2025
State average 49.9
State average 12.81
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).
100% worse than State averageState average: 0.5
67% worse than State averageState average: 0.6
Corrected
Corrected
Corrected
Corrected
Reporting period: October 1 – December 31, 2025 (Q4 2025). Source: CMS Payroll-Based Journal report.
8% more staff per resident than Maryland average
0% compared with Maryland average
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 Maryland averageMaryland average: $61K
370% more fines than Maryland averageMaryland 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 Maryland averageMaryland 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 Maryland averageMaryland average: 12.9
A composite score based on activities of daily living decline, walking ability decline, and incontinence.
23.8
7% better than Maryland averageMaryland average: 25.7
Percent of long-stay residents whose need for help with daily activities has increased
12.9%
46% better than Maryland averageMaryland average: 23.7%
Percent of long-stay residents whose ability to move independently worsened
31.0%
12% worse than Maryland averageMaryland average: 27.7%
Percent of low risk long-stay residents who lose control of their bowels or bladder
27.4%
6% worse than Maryland averageMaryland average: 25.9%
Percent of long-stay residents experiencing one or more falls with major injury
2.0%
11% better than Maryland averageMaryland average: 2.3%
Percent of long-stay high risk residents with pressure ulcers
6.6%
In line with Maryland averageMaryland average: 6.5%
Percent of long-stay residents with a urinary tract infection
0.8%
48% better than Maryland averageMaryland average: 1.6%
Percent of long-stay residents who lose too much weight
10.0%
73% worse than Maryland averageMaryland average: 5.8%
Percent of long-stay residents who have depressive symptoms
15.6%
23% better than Maryland averageMaryland average: 20.2%
Percent of long-stay residents who received an antipsychotic medication
17.1%
32% worse than Maryland averageMaryland average: 12.9%
Percent of long-stay residents assessed and appropriately given the pneumococcal vaccine
99.2%
8% better than Maryland averageMaryland average: 92.0%
Percent of long-stay residents assessed and appropriately given the seasonal influenza vaccine
100.0%
In line with Maryland averageMaryland average: 96.6%
Percent of short-stay residents assessed and appropriately given the pneumococcal vaccine
95.8%
22% better than Maryland averageMaryland average: 78.4%
Percent of short-stay residents who newly received an antipsychotic medication
0.7%
53% better than Maryland averageMaryland average: 1.4%
Percent of short-stay residents assessed and appropriately given the seasonal influenza vaccine
90.0%
12% better than Maryland averageMaryland 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 #44 / 105Payroll costs — State benchmarkedThis home is ranked 44th out of 105 homes in Maryland. Shows total staff payroll — salaries plus wage-related benefits — benchmarked to the Maryland average, among facilities reporting a recent fiscal year. Higher payroll relative to peers often signals better staffing and less reliance on contract labor.Facilities with the same value for a metric share the same rank. Rankings are based only on facilities in Maryland that report data for that category. Facilities without available data are excluded from the 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 #26 / 105Payroll % of net patient revenue — State benchmarkedThis home is ranked 26th out of 105 homes in Maryland. Shows payroll as a percentage of net patient revenue versus the Maryland average, among facilities reporting a recent fiscal year. Below 25% may signal understaffing or heavy agency use — read with Staffing ratings.Facilities with the same value for a metric share the same rank. Rankings are based only on facilities in Maryland that report data for that category. Facilities without available data are excluded from the 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
Info below is compiled from CMS reports & the MD Dept. of Health (OHCQ), senior community websites & trusted data sources such as Walk Score & BBB.
Communities are listed from highest to lowest based on our ranking methodology.
| Lutheran Village at Miller’s Grant | NH AL IL SNF | Ellicott City (Lutheran Village At Miller’s Grant) | 36
Facility
36
MD AVG
42
Rank
#229 / 684 | - | - | 6.58
Facility
6.58
MD AVG
3.77
Rank
#5 / 121 | -14% | +74% | $0
Facility
$0
MD AVG
$65.0k
Rank
#1 / 123 | 14
Facility
14
MD AVG
49.9
Rank
#5 / 123 | 7.0
Facility
7.0
MD AVG
12.8
Rank
#19 / 123 | - | 14 | - |
19
Facility
19
MD AVG
45
Rank
#746 / 953 | Geary Milliken | $23.7MFiscal year ending 06/2024
Facility
$23.7MFiscal year ending 06/2024
MD AVG
$18.4M
Rank
#21 / 105 | $6.9MFiscal year ending 06/2024
Facility
$6.9MFiscal year ending 06/2024
MD AVG
$8.4M
Rank
#50 / 105 | 29%Fiscal year ending 06/2024
Facility
29%Fiscal year ending 06/2024
MD AVG
50.3%
Rank
#72 / 105 | 215363 | ||||
| Friends House Retirement Community | NH AL IL SNF | Sandy Spring | 24
Facility
24
MD AVG
42
Rank
#241 / 684 | - | - | 4.26
Facility
4.26
MD AVG
3.77
Rank
#25 / 121 | -19% | +13% | $23.0k
Facility
$23.0k
MD AVG
$65.0k
Rank
#100 / 123 | 17
Facility
17
MD AVG
49.9
Rank
#8 / 123 | 4.3
Facility
4.3
MD AVG
12.8
Rank
#3 / 123 | - | 65 | - |
6
Facility
6
MD AVG
45
Rank
#891 / 953 | Kendall Anthony | $10.7MFiscal year ending 06/2024
Facility
$10.7MFiscal year ending 06/2024
MD AVG
$18.4M
Rank
#91 / 105 | $8.4MFiscal year ending 06/2024
Facility
$8.4MFiscal year ending 06/2024
MD AVG
$8.4M
Rank
#36 / 105 | 78.4%Fiscal year ending 06/2024
Facility
78.4%Fiscal year ending 06/2024
MD AVG
50.3%
Rank
#8 / 105 | 215211 | ||||
| Sterling Care Hillhaven Assisted Living and Memory Care | NH AL HOS MC SNF | Adelphi (Knollwood) | 66
Facility
66
MD AVG
42
Rank
#187 / 684 |
87.1%
Facility
87.1%
MD AVG
80.3
Rank
#51 / 96 | +8% | - | -69% | - | $0
Facility
$0
MD AVG
$65.0k
Rank
#1 / 123 | 18
Facility
18
MD AVG
49.9
Rank
#9 / 123 | 6.0
Facility
6.0
MD AVG
12.8
Rank
#9 / 123 | - | 58 | - |
25
Facility
25
MD AVG
45
Rank
#684 / 953 | Hillhaven Operator Holdco, LLC | $13.3M*Fiscal year ending 07/2022These figures are from this home's most recent complete cost report — an older period than most facilities report. Compare with that in mind. | $7.7M*Fiscal year ending 07/2022These figures are from this home's most recent complete cost report — an older period than most facilities report. Compare with that in mind. | 57.8%*Fiscal year ending 07/2022These figures are from this home's most recent complete cost report — an older period than most facilities report. Compare with that in mind. | 215212 | ||||
| Broadmead | NH AL IL MC RC SNF | Cockeysville | 40
Facility
40
MD AVG
42
Rank
#225 / 684 | - | - | 6.82
Facility
6.82
MD AVG
3.77
Rank
#4 / 121 | +48% | +81% | $0
Facility
$0
MD AVG
$65.0k
Rank
#1 / 123 | 10
Facility
10
MD AVG
49.9
Rank
#4 / 123 | 3.3
Facility
3.3
MD AVG
12.8
Rank
#2 / 123 | - | 38 | A+ | - | Ann Patterson | $38.0MFiscal year ending 06/2024
Facility
$38.0MFiscal year ending 06/2024
MD AVG
$18.4M
Rank
#4 / 105 | $18.2MFiscal year ending 06/2024
Facility
$18.2MFiscal year ending 06/2024
MD AVG
$8.4M
Rank
#7 / 105 | 48%Fiscal year ending 06/2024
Facility
48%Fiscal year ending 06/2024
MD AVG
50.3%
Rank
#39 / 105 | 215123 | ||||
| Hermitage at St. John’s Creek | NH AL HOS PC RC SNF | Solomons | 68
Facility
68
MD AVG
42
Rank
#185 / 684 | - | - | 3.37
Facility
3.37
MD AVG
3.77
Rank
#69 / 121 | +10% | -11% | $225.9k
Facility
$225.9k
MD AVG
$65.0k
Rank
#123 / 123 | 31
Facility
31
MD AVG
49.9
Rank
#35 / 123 | 7.8
Facility
7.8
MD AVG
12.8
Rank
#31 / 123 | 2 | 90 | - |
42
Facility
42
MD AVG
45
Rank
#504 / 953 | Hermisol Holdco LLC | $14.1MFiscal year ending 12/2023
Facility
$14.1MFiscal year ending 12/2023
MD AVG
$18.4M
Rank
#73 / 105 | $7.4MFiscal year ending 12/2023
Facility
$7.4MFiscal year ending 12/2023
MD AVG
$8.4M
Rank
#44 / 105 | 52.6%Fiscal year ending 12/2023
Facility
52.6%Fiscal year ending 12/2023
MD AVG
50.3%
Rank
#26 / 105 | 215270 |
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 has been operating for approximately 31 years, based on available licensing and registration records.
No, Hermitage at St. John’s Creek has a no-pet policy.
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.
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