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.
Regents Point - Windcrest is a 5-star Medicare and Medicaid certified nursing home in Irvine, California with 59 certified beds. It has been operating since 1988. Its overall CMS rating is 5 out of 5.
Try different approaches before using a bed rail. If a bed rail is needed, the facility must (1) assess a resident for safety risk; (2) review these risks and benefits with the resident/representative; (3) get informed consent; and (4) Correctly install and maintain the bed rail.
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.
Regularly inspect all bed frames, mattresses, and bed rails (if any) for safety; and all bed rails and mattresses must attach safely to the bed frame.
Honor the resident's right to request, refuse, and/or discontinue treatment, to participate in or refuse to participate in experimental research, and to formulate an advance directive.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Provide for the safe, appropriate administration of IV fluids for a resident when needed.
Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
Conduct and document a facility-wide assessment to determine what resources are necessary to care for residents competently during both day-to-day operations (including nights and weekends) and emergencies.
Honor the resident's right to be treated with respect and dignity and to retain and use personal possessions.
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.
Coordinate assessments with the pre-admission screening and resident review program; and referring for services as needed.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Develop and implement policies and procedures for flu and pneumonia vaccinations.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
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 request, refuse, and/or discontinue treatment, to participate in or refuse to participate in experimental research, and to formulate an advance directive.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
+ 4 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 |
|---|---|---|---|---|
| HUMANGOOD | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | May 1, 2016 |
| HUMANGOOD SOCAL | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Feb 2, 1988 |
| U.S. BANK | 5% OR GREATER SECURITY INTEREST | Organization | N/A | Apr 1, 2018 |
| BAKER, JUDITH | CORPORATE DIRECTOR | Individual | N/A | Apr 25, 2012 |
| BATTISON, WILLIAM | CORPORATE DIRECTOR | Individual | N/A | Feb 3, 2011 |
| BROWN, HERMAN | CORPORATE DIRECTOR | Individual | N/A | May 1, 2016 |
| CHRISTOPHERSON, JOANNE | CORPORATE DIRECTOR | Individual | N/A | Mar 20, 2025 |
| FELLER, IRENE | CORPORATE DIRECTOR | Individual | N/A | Mar 12, 2021 |
| GRIFFITH, ALAN | CORPORATE DIRECTOR | Individual | N/A | Jun 30, 2019 |
| HOLMES, MICHELLE | CORPORATE DIRECTOR | Individual | N/A | May 1, 2016 |
| KELLEY, ALBERT | CORPORATE DIRECTOR | Individual | N/A | Apr 21, 2008 |
| ROTH, SHARON | CORPORATE DIRECTOR | Individual | N/A | Dec 8, 2018 |
| COCHRANE, JOHN | CORPORATE OFFICER | Individual | N/A | Aug 10, 2009 |
| GHASSEMI, BETHANY | CORPORATE OFFICER | Individual | N/A | May 21, 2019 |
| MCDONALD, ANDREW | CORPORATE OFFICER | Individual | N/A | Jan 1, 2020 |
| OGUS, DANIEL | CORPORATE OFFICER | Individual | N/A | Aug 27, 2009 |
| HUMANGOOD NORCAL | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Feb 2, 1988 |
| HUMANGOOD SOCAL | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Feb 2, 1988 |
| BAKER, JUDITH | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 1, 2016 |
| BATTISON, WILLIAM | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 1, 2016 |
| BROWN, HERMAN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Feb 10, 2013 |
| CHANG, ALVIN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Nov 1, 2008 |
| CHRISTOPHERSON, JOANNE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 20, 2025 |
| COCHRANE, JOHN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Aug 10, 2009 |
| DURAN, ANNA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 18, 2024 |
| FELLER, IRENE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 26, 2021 |
| FORNEY, MELINDA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jun 1, 2021 |
| GHASSEMI, BETHANY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 21, 2019 |
| GRIFFITH, ALAN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jun 30, 2019 |
| HOLMES, MICHELLE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 1, 2016 |
| HUYEN, LANANH | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jun 1, 2021 |
| KELLEY, ALBERT | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 1, 2016 |
| LOPEZ, JESSICA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 20, 2020 |
| MCDONALD, ANDREW | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2020 |
| OGUS, DANIEL | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 17, 1995 |
| VANGELISTO, GWEN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Aug 30, 2021 |
| BAKER TILLY ADVISORY GROUP, LP | ADP OF THE SNF | Organization | N/A | Mar 21, 2025 |
| BAKER TILLY US, LLP | ADP OF THE SNF | Organization | N/A | Oct 15, 2024 |
| HANSEN HUNTER LLC | ADP OF THE SNF | Organization | N/A | Mar 27, 2017 |
| HUMANGOOD | ADP OF THE SNF | Organization | N/A | Apr 10, 2025 |
| HUMANGOOD NORCAL | ADP OF THE SNF | Organization | N/A | Feb 2, 1988 |
| HUMANGOOD SOCAL | ADP OF THE SNF | Organization | N/A | Feb 2, 1988 |
| U.S. BANK | ADP OF THE SNF | Organization | N/A | Apr 1, 2018 |
| WASHINGTON FEDERAL | ADP OF THE SNF | Organization | N/A | Nov 6, 2020 |
| CHANG, ALVIN | ADP OF THE SNF | Individual | N/A | Nov 1, 2008 |
| DURAN, ANNA | ADP OF THE SNF | Individual | N/A | Jan 18, 2024 |
| FORNEY, MELINDA | ADP OF THE SNF | Individual | N/A | Jun 1, 2021 |
| HUYEN, LANANH | ADP OF THE SNF | Individual | N/A | Jun 1, 2021 |
| VANGELISTO, GWEN | ADP OF THE SNF | Individual | N/A | Aug 30, 2021 |
Compare CMS ratings and recorded fines for Regents Point - Windcrest 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 17 facilities. View all →