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.
Seacrest Post-Acute Care Center is a 1-star Medicare and Medicaid certified nursing home in San Pedro, California with 80 certified beds. It has been operating since 1967. Its overall CMS rating is 1 out of 5.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Ensure residents have reasonable access to and privacy in their use of communication methods.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
Encode each resident’s assessment data and transmit these data to the State within 7 days of assessment.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Provide care and assistance to perform activities of daily living for any resident who is unable.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
Provide appropriate care for residents who are continent or incontinent of bowel/bladder, appropriate catheter care, and appropriate care to prevent urinary tract infections.
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.
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.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Prevent the use of unnecessary psychotropic medications or use medications that may restrain a resident's ability to function.
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 nurses and nurse aides have the appropriate competencies to care for every resident in a way that maximizes each resident's well being.
Provide basic life support, including CPR, prior to the arrival of emergency medical personnel , subject to physician orders and the resident’s advance directives.
Let each resident or the resident's legal representative access or purchase copies of all the resident's records.
Ensure that the resident and his/her doctor meet face-to-face at all required visits.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
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.
Honor the resident's right to be treated with respect and dignity and to retain and use personal possessions.
+ 44 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 |
|---|---|---|---|---|
| VALDOMAR, CELIA | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 100% | Dec 31, 2008 |
| VALDOMAR, CELIA | W-2 MANAGING EMPLOYEE | Individual | N/A | Oct 8, 1979 |
| BRYDON, JOSEPHINE | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2012 |
| GLENWRIGHT, DEBORAH | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2012 |
| VALDOMAR, CELIA | CORPORATE DIRECTOR | Individual | N/A | Aug 7, 1980 |
| BRYDON, JOSEPHINE | CORPORATE OFFICER | Individual | N/A | Jan 1, 2012 |
| GLENWRIGHT, DEBORAH | CORPORATE OFFICER | Individual | N/A | Jan 1, 2012 |
| VALDOMAR, CELIA | CORPORATE OFFICER | Individual | N/A | Oct 8, 1979 |
Compare CMS ratings and recorded fines for Seacrest Post-Acute 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.