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.
Watsonville Nursing Center is a 3-star Medicare and Medicaid certified nursing home in Watsonville, California with 87 certified beds. It has been operating since 1978. Its overall CMS rating is 3 out of 5.
Provide safe, appropriate pain management for a resident who requires such services.
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.
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.
Provide safe, appropriate dialysis care/services for a resident who requires such services.
Provide rooms that are at least 80 square feet per resident in multiple rooms and 100 square feet for single resident rooms.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
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 food and drink is palatable, attractive, and at a safe and appetizing temperature.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
Ensure that residents are fully informed and understand their health status, care and treatments.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Create and put into place a plan for meeting the resident's most immediate needs within 48 hours of being admitted
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
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.
Provide medically-related social services to help each resident achieve the highest possible quality of life.
Provide sufficient support personnel to safely and effectively carry out the functions of the food and nutrition service.
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.
Provide rooms that are at least 80 square feet per resident in multiple rooms and 100 square feet for single resident rooms.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Provide safe, appropriate dialysis care/services for a resident who requires such services.
+ 12 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 |
| RADFORD, RAE ANN | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Oct 12, 2020 |
| 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 |
| HASSELL, LANCE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Apr 25, 2022 |
| LUTZ, LINDA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Feb 1, 2012 |
| MCDANIEL, CLAYTON | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 24, 2014 |
| RADFORD, RAE ANN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 12, 2020 |
| SALAZAR, PAULINA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Dec 14, 2020 |
| SMEDRA, IRA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Feb 1, 2007 |
| THOMAS, DARRYL | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Apr 1, 2025 |
| WINTNER, JACOB | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Feb 1, 2007 |
| 535 AUTO CENTER LLC | ADP OF THE SNF | Organization | N/A | Dec 15, 2006 |
| CAMBRIDGE HEALTHCARE SERVICES LLC | ADP OF THE SNF | Organization | N/A | Nov 11, 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 |
| HASSELL, LANCE | ADP OF THE SNF | Individual | N/A | Apr 25, 2022 |
| LUTZ, LINDA | ADP OF THE SNF | Individual | N/A | Feb 1, 2012 |
| MCDANIEL, CLAYTON | ADP OF THE SNF | Individual | N/A | Mar 24, 2014 |
| RADFORD, RAE ANN | ADP OF THE SNF | Individual | N/A | Nov 11, 2025 |
| 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 Watsonville Nursing 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 →