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.
La Sierra Care Center is a 3-star Medicare and Medicaid certified nursing home in Merced, California with 68 certified beds. It has been operating since 1967. Its overall CMS rating is 3 out of 5.
Employ sufficient staff with the appropriate competencies and skills sets to carry out the functions of the food and nutrition service, including a qualified dietician.
Ensure menus must meet the nutritional needs of residents, be prepared in advance, be followed, be updated, be reviewed by dietician, and meet the needs of the resident.
Ensure each resident receives and the facility provides food that accommodates resident allergies, intolerances, and preferences, as well as appealing options.
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.
Provide rooms that are at least 80 square feet per resident in multiple rooms and 100 square feet for single resident rooms.
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.
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.
Create and put into place a plan for meeting the resident's most immediate needs within 48 hours of being admitted
Ensure services provided by the nursing facility meet professional standards of quality.
Provide each resident with a nourishing, palatable, well-balanced diet that meets his or her daily nutritional and special dietary needs.
Ensure food and drink is palatable, attractive, and at a safe and appetizing temperature.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Provide rooms that are at least 80 square feet per resident in multiple rooms and 100 square feet for single resident rooms.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Have the Quality Assessment and Assurance group have the required members and meet at least quarterly
Honor the resident's right to organize and participate in resident/family groups in the facility.
+ 8 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 |
|---|---|---|---|---|
| CRESCENT FACILITIES OPERATIONS LLC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 100% | Feb 7, 2007 |
| BERING PROPERTIES LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Feb 1, 2007 |
| IRA & RACHEL SMEDRA FAMILY IRREVOCABLE GIFT TRUST | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Feb 1, 2007 |
| JENMAX ENTERPRISES LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Feb 1, 2007 |
| JENNIFER NURIT SMEDRA TRUST 1997 TRUST | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Feb 1, 2007 |
| JK-CSH JV LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Nov 1, 2006 |
| MANHATTAN FIVE PARTNERS LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Nov 1, 2006 |
| THE HYMAN & BETTY INGBER FAMILY TRUST | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Oct 10, 2013 |
| WIN WIN ENTERPRISES, LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Feb 1, 2007 |
| BH ALLIANCE | INDIRECT OWNERSHIP INTEREST | Organization | N/A | Nov 1, 2006 |
| THE JACOB WINTNER TRUST | INDIRECT OWNERSHIP INTEREST | Organization | N/A | Nov 1, 2006 |
| THE WINTNER LIVING TRUST DATED 7/08/1992 | INDIRECT OWNERSHIP INTEREST | Organization | N/A | Feb 1, 2007 |
| WINTNER, JACOB | INDIRECT OWNERSHIP INTEREST | Individual | N/A | Feb 1, 2007 |
| BRETSCH, GREGORY | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Feb 25, 2019 |
| DAROUZE, MICHAEL | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jan 22, 2024 |
| SMEDRA, IRA | CORPORATE OFFICER | Individual | N/A | Apr 1, 2014 |
| WINTNER, JACOB | CORPORATE OFFICER | Individual | N/A | Feb 1, 2007 |
| CAMBRIDGE HEALTHCARE SERVICES LLC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Apr 1, 2014 |
| BRETSCH, GREGORY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Feb 25, 2019 |
| BUTENKO, JULIE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 24, 2023 |
| CAPELA, HEIDI | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Apr 3, 2023 |
| DAROUZE, MICHAEL | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 22, 2024 |
| HASSELL, LANCE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Apr 25, 2022 |
| LUTZ, LINDA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Feb 1, 2012 |
| MANOHARAN, ARUN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Aug 24, 2024 |
| SALAZAR, PAULINA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Dec 1, 2020 |
| SILVEIRA, SKYLER | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Dec 1, 2021 |
| SMEDRA, IRA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Apr 1, 2014 |
| WINTNER, JACOB | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Feb 1, 2007 |
| 2424 M STREET LLC | ADP OF THE SNF | Organization | N/A | Dec 15, 2006 |
| CAMBRIDGE HEALTHCARE SERVICES LLC | ADP OF THE SNF | Organization | N/A | Jul 15, 2025 |
| JENMAX ENTERPRISES LLC | ADP OF THE SNF | Organization | N/A | Feb 1, 2007 |
| JK-CSH JV LLC | ADP OF THE SNF | Organization | N/A | Nov 1, 2006 |
| WIN WIN ENTERPRISES, LLC | ADP OF THE SNF | Organization | N/A | Feb 1, 2007 |
| BRETSCH, GREGORY | ADP OF THE SNF | Individual | N/A | Feb 25, 2019 |
| BUTENKO, JULIE | ADP OF THE SNF | Individual | N/A | Jul 24, 2023 |
| CAPELA, HEIDI | ADP OF THE SNF | Individual | N/A | Apr 3, 2023 |
| DAROUZE, MICHAEL | ADP OF THE SNF | Individual | N/A | Jul 15, 2025 |
| HASSELL, LANCE | ADP OF THE SNF | Individual | N/A | Apr 25, 2022 |
| LUTZ, LINDA | ADP OF THE SNF | Individual | N/A | Feb 1, 2012 |
| MANOHARAN, ARUN | ADP OF THE SNF | Individual | N/A | Aug 24, 2024 |
| SALAZAR, PAULINA | ADP OF THE SNF | Individual | N/A | Dec 14, 2020 |
| SMEDRA, IRA | ADP OF THE SNF | Individual | N/A | Apr 1, 2014 |
Compare CMS ratings and recorded fines for La Sierra Care Center 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 32 facilities. View all →