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 Post Acute Center is a 5-star Medicare and Medicaid certified nursing home in Watsonville, California with 95 certified beds. It has been operating since 1968. Its overall CMS rating is 5 out of 5.
Ensure services provided by the nursing facility meet professional standards of quality.
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.
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.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
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.
Provide care and assistance to perform activities of daily living for any resident who is unable.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Employ sufficient staff with the appropriate competencies and skills sets to carry out the functions of the food and nutrition service, including a qualified dietician.
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.
Make sure there is a pest control program to prevent/deal with mice, insects, or other pests.
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.
Provide timely notification to the resident, and if applicable to the resident representative and ombudsman, before transfer or discharge, including appeal rights.
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.
Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
Ensure each resident receives and the facility provides food prepared in a form designed to meet individual needs.
Encode each resident’s assessment data and transmit these data to the State within 7 days of assessment.
+ 5 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% | Jan 20, 2026 |
| BERING PROPERTIES LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Feb 1, 2007 |
| CRESCENT FACILITIES OPERATIONS LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Dec 19, 2006 |
| JENMAX ENTERPRISES LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Feb 1, 2007 |
| JK-CSH JV LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Nov 1, 2006 |
| MANHATTAN FIVE PARTNERS LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Nov 1, 2006 |
| WIN WIN ENTERPRISES, LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | 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 |
| KAUR, AMANDEEP | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Nov 2, 2024 |
| 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 |
| WINTNER, JACOB | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Feb 1, 2007 |
| 525 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 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 →