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.
Professional Post Acute Center is a 2-star Medicare and Medicaid certified nursing home in San Rafael, California with 99 certified beds. It has been operating since 1985. Its overall CMS rating is 2 out of 5.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
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.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Honor the resident's right to be treated with respect and dignity and to retain and use personal possessions.
Ensure a licensed pharmacist perform a monthly drug regimen review, including the medical chart, following irregularity reporting guidelines in developed policies and procedures.
Ensure services provided by the nursing facility meet professional standards of quality.
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.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Make sure that the nursing home area is safe, easy to use, clean and comfortable for residents, staff and the public.
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.
Ensure that nurses and nurse aides have the appropriate competencies to care for every resident in a way that maximizes each resident's well being.
Have a registered nurse on duty 8 hours a day; and select a registered nurse to be the director of nurses on a full time basis.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
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.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Ensure services provided by the nursing facility meet professional standards of quality.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Provide enough nursing staff every day to meet the needs of every resident; and have a licensed nurse in charge on each shift.
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.
+ 49 more deficiencies
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% | Dec 19, 2006 |
| BERING PROPERTIES LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | 6% | Feb 1, 2007 |
| JENMAX ENTERPRISES LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | 23% | Feb 1, 2007 |
| JK-CSH JV LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | 12% | Nov 1, 2006 |
| MANHATTAN FIVE PARTNERS LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | 7% | Nov 1, 2006 |
| WIN WIN ENTERPRISES, LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | 35% | 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 |
| FOREMAN, NICOLE | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jan 8, 2024 |
| 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 |
| COPP, NOREEN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 14, 2025 |
| FOREMAN, NICOLE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 8, 2024 |
| HASSELL, LANCE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Apr 25, 2022 |
| LUTZ, LINDA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Feb 1, 2012 |
| SALAZAR, PAULINA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Dec 14, 2020 |
| SMEDRA, IRA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Feb 1, 2007 |
| WINTNER, JACOB | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Feb 1, 2007 |
| 81 PROFESSIONAL CENTER LLC | ADP OF THE SNF | Organization | N/A | Dec 15, 2006 |
| CAMBRIDGE HEALTHCARE SERVICES LLC | ADP OF THE SNF | Organization | N/A | Nov 5, 2025 |
| JENMAX ENTERPRISES LLC | ADP OF THE SNF | Organization | N/A | Dec 15, 2006 |
| JK-CSH JV LLC | ADP OF THE SNF | Organization | N/A | Dec 15, 2006 |
| WIN WIN ENTERPRISES, LLC | ADP OF THE SNF | Organization | N/A | Dec 15, 2006 |
| 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 |
| FOREMAN, NICOLE | ADP OF THE SNF | Individual | N/A | Nov 5, 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 |
| SALAZAR, PAULINA | ADP OF THE SNF | Individual | N/A | Dec 14, 2020 |
| SMEDRA, IRA | ADP OF THE SNF | Individual | N/A | Feb 1, 2007 |
| WINTNER, JACOB | ADP OF THE SNF | Individual | N/A | Feb 1, 2007 |
Compare CMS ratings and recorded fines for Professional Post Acute 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 →