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.
Santa Maria Post Acute is a 3-star Medicare and Medicaid certified nursing home in Santa Maria, California with 55 certified beds. It has been operating since 1971. Its overall CMS rating is 3 out of 5.
Ensure services provided by the nursing facility meet professional standards of quality.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Provide enough nursing staff every day to meet the needs of every resident; and have a licensed nurse in charge on each shift.
Ensure that residents are fully informed and understand their health status, care and treatments.
Allow residents to easily view the nursing home's survey results and communicate with advocate agencies.
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.
Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
Ensure a licensed pharmacist perform a monthly drug regimen review, including the medical chart, following irregularity reporting guidelines in developed policies and procedures.
Implement gradual dose reductions(GDR) and non-pharmacological interventions, unless contraindicated, prior to initiating or instead of continuing psychotropic medication; and PRN orders for psychotropic medications are only used when the medication is necessary and PRN use is limited.
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.
Make sure that the nursing home area is safe, easy to use, clean and comfortable for residents, staff and the public.
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.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
Make sure that a working call system is available in each resident's bathroom and bathing area.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Create and put into place a plan for meeting the resident's most immediate needs within 48 hours of being admitted
+ 20 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 |
|---|---|---|---|---|
| MAYER, HELENE | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 50% | Dec 1, 2019 |
| TANNER, BRYAN | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 50% | Dec 1, 2019 |
| MAYER PP ASSOCIATES, LLC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Dec 1, 2019 |
| ZERMATT U.S. HEALTH SERVICES, LLC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Dec 1, 2019 |
| TANNER, BRYAN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Dec 1, 2019 |
Compare CMS ratings and recorded fines for Santa Maria 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.