5/5
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.
5/5
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.
Over 14 acres adjacent to Rock Creek Park, Ingleside at Rock Creek operates as a Continuing Care Retirement Community offering nursing care, assisted living, memory care, and home-based services in Northwest Washington. The nonprofit institution, owned by Bruce Bartels and led by Executive Director Jason Basile (15+ years in senior living administration), has expanded its footprint significantly over the past decade. The skilled nursing component currently houses 27 residents at 95.1% occupancy, the second-highest census in DC, with a primarily Medicare short-stay population (87% of admissions, 24-day average) supplemented by private-pay long-term residents (17-year average) and minimal Medicaid presence (1%).
Staffing investment is genuine. The nursing care commitment reaches 5 hours 31 minutes per resident per day, nearly 31% above the DC state average, with a staff-to-resident ratio of 3.44:1; 85% better than state norms. Yet the facility relies heavily on contractor labor (24.3% of staffing) and maintains the lowest payroll-to-revenue ratio in DC at 33.4%.
The quality paradox emerges in resident outcomes: despite abundant staffing, the facility reports functional decline rates 65% worse than state, incontinence 60% worse than average, and falls with major injury at 188% of the state rate; troubling findings that suggest care quality gaps exist beneath the staffing numbers. Two penalties totaling $39,000 in the past three years (60% lower than state average) indicate moderate compliance, and the facility achieved 100% influenza vaccination but fell short on pneumococcal coverage at 81.8% (state average 90.4%).
Financially, the facility operates under ongoing stress: a $1.9 million operating loss in 2023 following a $12.1 million loss in 2022. Occupancy recovery to 95.1% from pandemic lows (73.6% in 2019) reflects strong demand for the campus and its accredited programs (CARF, SAGECare Platinum, Fortune’s Best Workplaces in Aging Services), yet profitability remains elusive.
The 14-acre campus provides both active and restorative amenities: walking access directly into Rock Creek Park, an indoor pool for therapy and recreation, a theater for resident programming, and an on-site wellness and medical clinic. Memory care assisted living, skilled nursing rehabilitation, and an adult day program address varying care needs. The lifestyle orientation reflected in the art studio, fitness center, and salon, signals the community’s focus on residents able to engage in independent or supported-independent activities. Accreditations in LGBTQ+ equality and Great Places to Work reflect mission-driven operations.
The community attracts affluent and mission-aligned residents seeking an integrated retirement campus with extensive wellness amenities; the concerning outcome metrics warrant direct clinical inquiry.
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 District of Columbia averages
Total nursing care
This home is ranked 1st out of 9 homes we track in District of Columbia 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.
6h 13m
35% above 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.
1 of 6 metrics below state avg
A smaller, more intimate setting that may offer a quieter environment and closer staff-resident interactions.
34Smaller home · May offer a more intimate, personalized care environment.
Somewhat walkable. A few nearby services may be reachable on foot, but most trips require transportation.
Occupancy between 85% and 95% suggests balanced demand.
Rank #5 / 10Occupancy rate — State benchmarkedThis home is ranked 5th out of 10 homes we track in District of Columbia for occupancy. Shows this facility's occupancy rate versus the District of Columbia average, with its Statewide rank out of 10. Higher occupancy signals strong local demand and financial stability.Communities with the same value for a metric share the same rank. Rankings cover every community we track in District of Columbia that reports data for that category. Communities without available data are excluded, so the pool size varies from metric to metric.Click the rank badge to see the full State ranking.Click here to see the full State ranking.
Higher than the District of Columbia average: 79.6%
The average number of residents living at this facility on a given day. CMS calculates this figure from the facility's Minimum Data Set (MDS) assessments and uses this value for other measures like Hours Per Resident Per Day (HPRD) and 5-Star Staffing rating.
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 5.6
Last Health inspection on Mar 2025
State average 63.1
State average 11.09
Health citations are formal notices following inspections when they fail to comply with safety and care standards.
11 of 42 citations resulted from standard inspections; and 31 of 42 came from combined inspections (standard and complaint).
29% better than State averageState average: 1.4
100% better than State averageState average: 1.7
Corrected
Corrected
Corrected
Corrected
Reporting period: October 1 – December 31, 2025 (Q4 2025). Source: CMS Payroll-Based Journal report.
136% more staff per resident than District of Columbia average
12% worse than District of Columbia average
This data comes from the CMS Payroll-Based Journal report covering October 1 – December 31, 2025.
Manages medical care and health needs.
23 total: 14 full-time employees and 9 contractors.
23
Average shift length. Calculated as total hours divided by days worked and average staff per day.
7.8 hoursAssists with medical care and medications.
6 total: 3 full-time employees and 3 contractors.
6
Average shift length. Calculated as total hours divided by days worked and average staff per day.
8.9 hoursHelps with daily care and mobility.
32 total: 25 full-time employees and 7 contractors.
32
Average shift length. Calculated as total hours divided by days worked and average staff per day.
7.6 hours
This data comes from the CMS Payroll-Based Journal report covering October 1 – December 31, 2025.
Total hours from contractors
5,213 contractor hours this quarter
This data comes from the CMS Payroll-Based Journal report covering October 1 – December 31, 2025.
| Certified Nursing Assistant | 25 | 7 | 32 | 7,589 | 92 | 100% | 7.6 |
| Registered Nurse | 14 | 9 | 23 | 5,457 | 92 | 100% | 7.8 |
| Other Dietary Services Staff | 6 | 0 | 6 | 2,471 | 92 | 100% | 7.2 |
| Licensed Practical Nurse | 3 | 3 | 6 | 970 | 79 | 86% | 8.9 |
| Clinical Nurse Specialist | 2 | 0 | 2 | 600 | 60 | 65% | 8 |
| Dietitian | 1 | 0 | 1 | 492 | 62 | 67% | 7.9 |
| Respiratory Therapy Technician | 0 | 6 | 6 | 481 | 71 | 77% | 3.4 |
| Nurse Practitioner | 2 | 0 | 2 | 480 | 60 | 65% | 8 |
| Physical Therapy Assistant | 0 | 2 | 2 | 473 | 67 | 73% | 4.9 |
| Administrator | 2 | 0 | 2 | 464 | 58 | 63% | 8 |
| Dental Services Staff | 1 | 0 | 1 | 435 | 55 | 60% | 7.9 |
| Qualified Social Worker | 0 | 2 | 2 | 414 | 64 | 70% | 6.3 |
| Mental Health Service Worker | 0 | 1 | 1 | 365 | 49 | 53% | 7.4 |
| Occupational Therapy Aide | 0 | 1 | 1 | 280 | 35 | 38% | 8 |
| Speech Language Pathologist | 0 | 1 | 1 | 272 | 34 | 37% | 8 |
| Diagnostic X-ray Services Staff | 0 | 3 | 3 | 88 | 16 | 17% | 4.6 |
| Medical Director | 0 | 1 | 1 | 66 | 32 | 35% | 2.1 |
| Occupational Therapy Assistant | 0 | 1 | 1 | 19 | 5 | 5% | 3.8 |
Includes penalties issued in 2023-2025
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)
60% lower than District of Columbia averageDistrict of Columbia average: $100K
17% more fines than District of Columbia averageDistrict of Columbia average: 1.7
Serious action where Medicare and/or Medicaid temporarily stops payments for new residents until issues are fixed.
0
100% fewer payment denials than District of Columbia averageDistrict of Columbia average: 0.5
Penalties are imposed by CMS for violations of federal nursing home regulations.
2 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.
Mar 26, 2025
Fines imposed for noncompliance, which can be assessed per day or per instance of violation.
Dec 8, 2023Last 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.
2.6
76% better than District of Columbia averageDistrict of Columbia average: 10.8
A composite score based on activities of daily living decline, walking ability decline, and incontinence.
37.7
65% worse than District of Columbia averageDistrict of Columbia average: 22.9
CMS star rating based on long-stay quality measure performance. 5 stars = significantly above average, 1 star = significantly below average.
Percent of low risk long-stay residents who lose control of their bowels or bladder
37.7%
60% worse than District of Columbia averageDistrict of Columbia average: 23.5%
Percent of long-stay residents experiencing one or more falls with major injury
3.4%
188% worse than District of Columbia averageDistrict of Columbia average: 1.2%
Percent of long-stay high risk residents with pressure ulcers
4.5%
45% better than District of Columbia averageDistrict of Columbia average: 8.1%
Percent of long-stay residents with a urinary tract infection
1.2%
35% better than District of Columbia averageDistrict of Columbia average: 1.8%
Percent of long-stay residents who lose too much weight
0.0%
100% better than District of Columbia averageDistrict of Columbia average: 4.6%
Percent of long-stay residents who have depressive symptoms
0.0%
100% better than District of Columbia averageDistrict of Columbia average: 5.3%
Percent of long-stay residents who received an antipsychotic medication
6.8%
6% better than District of Columbia averageDistrict of Columbia average: 7.2%
Percent of long-stay residents assessed and appropriately given the pneumococcal vaccine
81.8%
10% worse than District of Columbia averageDistrict of Columbia average: 90.4%
Percent of long-stay residents assessed and appropriately given the seasonal influenza vaccine
100.0%
In line with District of Columbia averageDistrict of Columbia average: 97.0%
CMS star rating based on short-stay quality measure performance. 5 stars = much above average, 1 star = much below average.
Percent of short-stay residents assessed and appropriately given the pneumococcal vaccine
71.7%
7% better than District of Columbia averageDistrict of Columbia average: 66.9%
Percent of short-stay residents who newly received an antipsychotic medication
1.6%
127% worse than District of Columbia averageDistrict of Columbia average: 0.7%
Percent of short-stay residents assessed and appropriately given the seasonal influenza vaccine
70.5%
In line with District of Columbia averageDistrict of Columbia average: 73.2%
Quality measures are calculated from Minimum Data Set (MDS) assessments. For most measures, lower percentages indicate better care quality.
87% of new residents, usually for short-term rehab.
12% 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
27Residents meet regularly to discuss policies, care quality, and activities
Family members meet regularly to discuss policies, care quality, and activities
Part of a Continuing Care Retirement Community offering multiple care levels
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 Ingleside at Rock Creek, a CCRC from 2011–2023, based on CMS SNF Cost Reports. Includes all financial data for this property, which could include management/ownership changes.
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 #3 / 9Payroll costs — State benchmarkedThis home is ranked 3rd out of 9 homes we track in District of Columbia. Shows total staff payroll — salaries plus wage-related benefits — benchmarked to the District of Columbia average, among facilities reporting a recent fiscal year. Higher payroll relative to peers often signals better staffing and less reliance on contract labor.Communities with the same value for a metric share the same rank. Rankings cover every community we track in District of Columbia that reports data for that category. Communities without available data are excluded, so the pool size varies from metric to metric.
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 #9 / 9Payroll % of net patient revenue — State benchmarkedThis home is ranked 9th out of 9 homes we track in District of Columbia. Shows payroll as a percentage of net patient revenue versus the District of Columbia average, among facilities reporting a recent fiscal year. Below 25% may signal understaffing or heavy agency use — read with Staffing ratings.Communities with the same value for a metric share the same rank. Rankings cover every community we track in District of Columbia that reports data for that category. Communities without available data are excluded, so the pool size varies from metric to metric.
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 (87% of admissions), and a typical Medicare stay runs around 24 days.
Coverage residents most often arrive under.
Coverage residents most often leave under.
Jason Basile serves as Executive Director of Ingleside at Rock Creek, overseeing daily operations and strategic vision. With over 15 years in senior living not-for-profits, he has led major community enhancements including a full refurbishment and the launch of an adult day program. Jason holds a Masters in Health Care Administration and is a licensed nursing home administrator in South Carolina and Washington, D.C.
4.0 miles from city center
Estimated distance in miles from Washington's city center to Ingleside at Rock Creek, a CCRC's address, calculated via Google Maps.
— 3.07 miles to nearest hospital (Sibley Memorial Hospital)
Add your location
Info below is compiled from CMS reports & the DC Dept. of Health, senior community websites & trusted data sources such as Walk Score & BBB.
Communities are listed from highest to lowest based on our ranking methodology.
The facility name. Click to view the full profile page on Assisted Living Magazine, including photos, services, and contact info.
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CMS (Centers for Medicare & Medicaid Services, the federal agency that regulates nursing homes) Overall 5-star rating — a composite of Health Inspection, Staffing, and Quality Measures scores. 5 stars = top 10% nationally. 1 star = bottom 10%. The single most important number to start with when comparing facilities.
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Care Types in This Table
AL (Assisted Living):
Housing with help for daily activities like bathing, dressing, and medication, without 24-hour skilled nursing.
NH (Nursing Home):
24/7 skilled nursing care for residents with complex, ongoing medical needs.
SNF (Skilled Nursing Facility):
Round-the-clock nursing care, often for recovery after surgery, injury, or illness.
MC (Memory Care):
Secured, specialized care for people living with Alzheimer's or dementia.
RESC (Residential Care):
Personal care and daily-living support in a smaller, more intimate residential setting.
IL (Independent Living):
Community living with dining, activities, and transportation for active seniors who need little personal care.
HC (Home Care):
Professional care delivered in the person's own home, from companionship to skilled nursing.
CCRC( (Continuing Care Retirement Communities (CCRC)):
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Neighborhood or city area where the facility is located. Proximity to family, hospitals, and green space matters for both quality of life and ease of visitation. Consider drive time and transit access when evaluating location.
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Licensed bed capacity. Larger facilities (300+ beds) often have more specialized programs but can feel institutional. Smaller homes (under 150 beds) tend to deliver more personalized care. Compare with Avg Res/Day to understand how full the facility typically runs.
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Percentage of licensed beds filled on an average day. Color indicates financial health: green (90%+) = operationally strong, typically profitable. Amber (80–89%) = stable but leaving revenue on the table. Orange (70–79%) = financial strain likely, may struggle with fixed costs. Red (<70%) = significant distress, closure or ownership change risk increases sharply.
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This facility's occupancy rate compared to the statewide average for similar facilities. A positive number means above-average demand. Facilities running 5%+ above the state average are typically the most sought-after in their market — a strong proxy for reputation.
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CMS-adjusted total nurse hours per resident per day (RN + LPN + CNA combined). The national average is approximately 3.5 hrs. Higher is better — more direct care time per resident. Below 3.0 is a red flag. CMS weights RN hours more heavily because RNs handle complex clinical decisions that CNAs cannot.
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CMS Health Inspection star rating (1–5 stars), based on the 3 most recent annual state surveys plus any complaint investigations. This is the hardest rating to manipulate — it reflects real surveyor findings on-site. 5 stars = fewest deficiencies found. 1 star = most. It carries the heaviest weight in the Overall CMS rating.
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CMS Staffing star rating (1–5 stars), based on daily nurse staffing hours submitted to CMS via verified payroll data. Compares RN, LPN, and CNA coverage relative to resident acuity level. 5 stars = well above expected staffing. Weekend staffing is evaluated separately, as that's where many facilities quietly reduce coverage.
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CMS Quality Measures star rating (1–5 stars), based on 15 clinical outcome metrics including fall rates, pressure ulcers, antipsychotic drug use, and hospital readmissions. Captures actual resident health outcomes, not just compliance. High QM combined with low Health Inspection scores can indicate a facility with strong care but weak documentation practices.
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Registered Nurse hours per resident/day compared to the statewide average. RNs are the highest-skilled nursing staff — they assess residents, manage medications, and respond to emergencies. A value of +50% means RN coverage is 50% above the state norm. Negative values are a concern for residents with complex or acute medical needs.
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Total nursing staff hours (RN + LPN + CNA combined) per resident/day vs. the statewide average. A broader measure than RN vs State — it captures the entire care team. A facility can have high total staffing but low RN hours, meaning more aides and fewer nurses. Read both columns together for the full picture.
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Total dollar amount of federal monetary fines (civil money penalties) issued by CMS in the past 3 years. Fines are only levied for serious violations — typically actual harm to residents, repeated uncorrected deficiencies, or systemic non-compliance. Even a single fine is noteworthy. Multiple fines strongly suggest a pattern, not isolated incidents.
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Total health deficiency citations from the most recent standard inspection cycle. Minor citations (scope A–C) are common and often administrative in nature. Higher counts aren't always disqualifying, but should be read alongside Severe Citations to understand actual harm levels. Under 10 is strong for a large facility; 30+ warrants a closer look.
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Average deficiency citations per CMS inspection (survey) in the reporting window — total citations divided by the number of inspections. Lower is better; compare alongside total Citations and Severe Citations for context.
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Citations at CMS scope/severity level G or higher — G–I means actual harm occurred; J–L means residents were placed in immediate jeopardy. (D–F is potential for harm only). Examples include unaddressed falls, medication errors causing injury, neglect, or abuse.
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Average number of residents in the building on any given day, derived from annual census data. Reflects true operating scale — a 400-bed facility running 200 residents/day operates very differently from one at 390. Higher resident counts generally mean more funded staffing hours.
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Better Business Bureau rating (A+ to F). Reflects complaint history, business transparency, and how family disputes were resolved. A+ means no significant unresolved complaints. A blank (—) means the facility isn't BBB-accredited, which is common for healthcare providers and not necessarily a negative signal.
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Walk Score® (0–100). Measures walkability of the surrounding area. 90–100 = Walker's Paradise. 70–89 = Very Walkable. 50–69 = Somewhat Walkable. Below 50 = Car-Dependent. Higher scores benefit family visitors, resident outings, and staff commuting.
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The licensed owner or operator of record filed with CMS — the individual or organization legally accountable for the facility. Searching the operator name across other facilities can reveal chain or multi-site ownership, which matters: chain-operated homes tend to have more variable quality outcomes than independently run facilities.
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What the home actually collects for resident care, after contractual allowances, bad debt and discounts — not gross billings. Taken from the latest complete annual cost report, so it is comparable across homes reporting the same period. Revenue alone doesn't indicate care quality, but it funds staffing and capital reinvestment. Pair with Payroll %. Figures are from each facility's most recent complete fiscal year — hover a value for the exact year; a * marks homes that report an older period than most facilities.
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Staff salaries plus wage-related benefits from the latest complete annual cost report. Contract and agency labour is counted separately, under other operating costs, so a home leaning on agency staff can show a low figure here. Payroll is the cost most directly tied to care quality — compare with Payroll % for full context. Figures are from each facility's most recent complete fiscal year — hover a value for the exact year; a * marks homes that report an older period than most facilities.
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Payroll as a share of NET PATIENT REVENUE (not gross revenue). Both figures come from the same cost-report year. A higher figure means more of each revenue dollar goes to staff pay. Read with the Staffing star rating to judge whether spend translates into coverage — and note that homes whose patient revenue covers only part of their operation can read implausibly high. The District of Columbia average is: 57.8% Figures are from each facility's most recent complete fiscal year — hover a value for the exact year; a * marks homes that report an older period than most facilities.
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CMS Certification Number: the unique federal identifier for this skilled nursing provider.
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|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Lisner-Louise-Dickson-Hurt-Home | NH AL RESC SNF | Washington (Northwest D.C) | 60 |
91.8%
Facility
91.8%
DC AVG
79.6%
Rank
#3 / 10 | +15% | 4.89
Facility
4.89
DC AVG
4.60
Rank
#5 / 9 | -6% | +6% | $0
Facility
$0
DC AVG
$118.4k
Rank
#1 / 10 | 25
Facility
25
DC AVG
63.1
Rank
#1 / 10 | 5.0
Facility
5.0
DC AVG
11.1
Rank
#1 / 10 | - | 55 | - | 91 | Jonathan Plater | $8.0MFiscal year ending 06/2024
Facility
$8.0MFiscal year ending 06/2024
DC AVG
$24.5M
Rank
#9 / 9 | $8.9MFiscal year ending 06/2024
Facility
$8.9MFiscal year ending 06/2024
DC AVG
$12.6M
Rank
#7 / 9 | 111.1%Fiscal year ending 06/2024
Facility
111.1%Fiscal year ending 06/2024
DC AVG
57.8%
Rank
#1 / 9 | 95025 | ||||
| Ingleside at Rock Creek, a CCRC | NH AL CCRC( HC IL MC SNF | Washington (Northwest D.C) | 34 |
85.6%
Facility
85.6%
DC AVG
79.6%
Rank
#5 / 10 | +7% | 6.22
Facility
6.22
DC AVG
4.60
Rank
#1 / 9 | +22% | +35% | $39.4k
Facility
$39.4k
DC AVG
$118.4k
Rank
#7 / 10 | 42
Facility
42
DC AVG
63.1
Rank
#5 / 10 | 14.0
Facility
14.0
DC AVG
11.1
Rank
#8 / 10 | 1 | 29 | - | 42 | Bruce Bartels | $34.3MFiscal year ending 12/2023
Facility
$34.3MFiscal year ending 12/2023
DC AVG
$24.5M
Rank
#2 / 9 | $13.1MFiscal year ending 12/2023
Facility
$13.1MFiscal year ending 12/2023
DC AVG
$12.6M
Rank
#3 / 9 | 38.2%Fiscal year ending 12/2023
Facility
38.2%Fiscal year ending 12/2023
DC AVG
57.8%
Rank
#9 / 9 | 95028 | ||||
| Sibley Memorial Hosp Renaissance | NH SNF | Washington (Northwest D.C) | 45 |
68.0%
Facility
68.0%
DC AVG
79.6%
Rank
#7 / 10 | -15% | 5.61
Facility
5.61
DC AVG
4.60
Rank
#4 / 9 | +70% | +22% | $8.8k
Facility
$8.8k
DC AVG
$118.4k
Rank
#3 / 10 | 34
Facility
34
DC AVG
63.1
Rank
#2 / 10 | 6.8
Facility
6.8
DC AVG
11.1
Rank
#2 / 10 | 2 | 31 | - | 26 | - | - | - | - | 95030 | ||||
| Unique Rehabilitation & Health Center | NH SNF | Washington (Northwest D.C) | 230 |
96.9%
Facility
96.9%
DC AVG
79.6%
Rank
#2 / 10 | +22% | 4.28
Facility
4.28
DC AVG
4.60
Rank
#7 / 9 | -40% | -7% | $48.9k
Facility
$48.9k
DC AVG
$118.4k
Rank
#8 / 10 | 75
Facility
75
DC AVG
63.1
Rank
#9 / 10 | 12.5
Facility
12.5
DC AVG
11.1
Rank
#5 / 10 | 5 | 223 | - | 92 | Regina Kim | $32.1MFiscal year ending 12/2023
Facility
$32.1MFiscal year ending 12/2023
DC AVG
$24.5M
Rank
#3 / 9 | $17.7MFiscal year ending 12/2023
Facility
$17.7MFiscal year ending 12/2023
DC AVG
$12.6M
Rank
#2 / 9 | 55.3%Fiscal year ending 12/2023
Facility
55.3%Fiscal year ending 12/2023
DC AVG
57.8%
Rank
#4 / 9 | 95036 | ||||
| Knollwood Life Plan Community | NH AL CCRC( IL MC SNF | Washington (Northwest D.C) | 69 |
57.2%
Facility
57.2%
DC AVG
79.6%
Rank
#10 / 10 | -28% | 5.88
Facility
5.88
DC AVG
4.60
Rank
#3 / 9 | -4% | +28% | $0
Facility
$0
DC AVG
$118.4k
Rank
#1 / 10 | 39
Facility
39
DC AVG
63.1
Rank
#3 / 10 | 7.8
Facility
7.8
DC AVG
11.1
Rank
#3 / 10 | 3 | 40 | - | 15 | Sonja Brooks | $20.5MFiscal year ending 12/2023
Facility
$20.5MFiscal year ending 12/2023
DC AVG
$24.5M
Rank
#6 / 9 | $11.9MFiscal year ending 12/2023
Facility
$11.9MFiscal year ending 12/2023
DC AVG
$12.6M
Rank
#6 / 9 | 57.9%Fiscal year ending 12/2023
Facility
57.9%Fiscal year ending 12/2023
DC AVG
57.8%
Rank
#3 / 9 | 95026 |
Ingleside at Rock Creek, a CCRC has a walk score of 42. Somewhat walkable. A few nearby services may be reachable on foot, but most trips require transportation.
Ingleside at Rock Creek, a CCRC's occupancy is 95.1%.
Yes — see the floorplan options available at Ingleside at Rock Creek, a CCRC on this page.
No, Ingleside at Rock Creek, a CCRC has a no-pet policy.
Ingleside at Rock Creek, a CCRC is registered as a non-profit.
Yes — there are 21 photos of Ingleside at Rock Creek, a CCRC in the photo gallery on this page.
Ingleside at Rock Creek, a CCRC is located at 3050 Military Rd Nw, Washington, DC 20015.
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