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.
Capital Post Acute is a 2-star Medicare and Medicaid certified nursing home in Sacramento, California with 121 certified beds. It has been operating since 1990. Its overall CMS rating is 2 out of 5.
Make sure there is a pest control program to prevent/deal with mice, insects, or other pests.
Protect each resident from separation (from other residents, his/her room, or confinement to his/her room).
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Provide care and assistance to perform activities of daily living for any resident who is unable.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
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.
Ensure each resident receives and the facility provides food that accommodates resident allergies, intolerances, and preferences, as well as appealing options.
Provide or get specialized rehabilitative services as required for a resident.
Make sure that a working call system is available in each resident's bathroom and bathing area.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Honor the resident's right to be treated with respect and dignity and to retain and use personal possessions.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
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.
Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
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.
Ensure services provided by the nursing facility meet professional standards of quality.
+ 41 more deficiencies
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 |
|---|---|---|---|---|
| AMM TRUST | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 25% | Jun 1, 2023 |
| SPYGLASS HEALTHCARE LLC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 50% | Jun 1, 2023 |
| GASTWIRTH, JOSHUA | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 25% | Jun 1, 2023 |
| BRANDI, ROBERT | CORPORATE OFFICER | Individual | N/A | Jun 1, 2023 |
| MCCORMACK, RYAN | CORPORATE OFFICER | Individual | N/A | Jun 1, 2023 |
| OAKWOOD HEALTH LLC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | May 1, 2022 |
| SPYGLASS HEALTHCARE LLC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | May 1, 2022 |
| BEDRIN, CHRISTA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 1, 2022 |
| DILLON, KA'LAI | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Feb 3, 2025 |
| GONZALEZ LEDESMA, SERGIO | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 1, 2022 |
| GUERRERO, ERIC | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 20, 2024 |
| LAWRENCE, ERIC | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2024 |
| PERKINS, DANETT | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 8, 2024 |
| SANTOS, ELENA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jun 1, 2023 |
| SMITH, GREGORY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Nov 1, 2023 |
| THORNTON, NICOLE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 20, 2023 |
| UBALDO, REMEDIOS | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 1, 2022 |
| VERMEULEN, NADIA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Apr 29, 2024 |
| GASTWIRTH, JOSHUA | TRUSTEE OF THE SNF | Individual | N/A | Jun 1, 2023 |
| OAKWOOD HEALTH LLC | ADP OF THE SNF | Organization | N/A | May 29, 2025 |
| SPYGLASS HEALTHCARE LLC | ADP OF THE SNF | Organization | N/A | May 29, 2025 |
| BEDRIN, CHRISTA | ADP OF THE SNF | Individual | N/A | May 1, 2022 |
| DILLON, KA'LAI | ADP OF THE SNF | Individual | N/A | Feb 3, 2025 |
| GONZALEZ LEDESMA, SERGIO | ADP OF THE SNF | Individual | N/A | May 1, 2022 |
| GUERRERO, ERIC | ADP OF THE SNF | Individual | N/A | May 20, 2024 |
| LAWRENCE, ERIC | ADP OF THE SNF | Individual | N/A | Jan 1, 2024 |
| PERKINS, DANETT | ADP OF THE SNF | Individual | N/A | Jan 8, 2024 |
| SANTOS, ELENA | ADP OF THE SNF | Individual | N/A | Jun 1, 2023 |
| SMITH, GREGORY | ADP OF THE SNF | Individual | N/A | Nov 1, 2023 |
| THORNTON, NICOLE | ADP OF THE SNF | Individual | N/A | Oct 20, 2023 |
| UBALDO, REMEDIOS | ADP OF THE SNF | Individual | N/A | May 1, 2022 |
| VERMEULEN, NADIA | ADP OF THE SNF | Individual | N/A | Apr 29, 2024 |
Compare CMS ratings and recorded fines for Capital Post Acute 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.
This chain operates 9 facilities. View all →