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.
Westwood Post Acute is a 2-star Medicare and Medicaid certified nursing home in San Jose, California with 258 certified beds. It has been operating since 1978. Its overall CMS rating is 2 out of 5.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Allow resident to participate in the development and implementation of his or her person-centered plan of care.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Provide care and assistance to perform activities of daily living for any resident who is unable.
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.
Provide specialized rehabilitative services by qualified personnel, when ordered for a resident by a doctor.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Provide timely notification to the resident, and if applicable to the resident representative and ombudsman, before transfer or discharge, including appeal rights.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
Provide enough nursing staff every day to meet the needs of every resident; and have a licensed nurse in charge on each shift.
Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
Ensure food and drink is palatable, attractive, and at a safe and appetizing temperature.
Ensure meals and snacks are served at times in accordance with resident’s needs, preferences, and requests. Suitable and nourishing alternative meals and snacks must be provided for residents who want to eat at non-traditional times or outside of scheduled meal times.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
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.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
+ 63 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 |
|---|---|---|---|---|
| MORALES, JAMES | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 24% | Oct 7, 2019 |
| MORALES, JUDITH | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 24% | Oct 7, 2019 |
| CLAWSON, SCOTT | INDIRECT OWNERSHIP INTEREST | Individual | N/A | Oct 7, 2019 |
| EARL, STEVEN | INDIRECT OWNERSHIP INTEREST | Individual | N/A | Oct 7, 2019 |
| SANOFSKY, JACK | INDIRECT OWNERSHIP INTEREST | Individual | N/A | Oct 7, 2019 |
| FORBRIGHT BANK | 5% OR GREATER SECURITY INTEREST | Organization | N/A | Oct 7, 2019 |
| ANDERSON, CHAD | CORPORATE OFFICER | Individual | N/A | Oct 7, 2019 |
| LINKS HEALTHCARE GROUP LLC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Oct 7, 2019 |
| LINKS SUPPORT SERVICES, LLC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Oct 7, 2019 |
| ANDERSON, CHAD | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 7, 2019 |
| BEARDSLEY, MARY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 7, 2019 |
| BERNHOLZ, VICTORIA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 7, 2019 |
| CARTER, MELISSA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 7, 2019 |
| DEGUZMAN, MYRNA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 7, 2019 |
| ERENO, MARICEL | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 7, 2019 |
| FROJELIN, ANTONETTE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 7, 2019 |
| PALMER, ALEXANDER | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 7, 2019 |
| RODRIGUEZ, CURTIS | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 7, 2019 |
| SABOUNCHI, SAMAN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 7, 2019 |
| TILFORD, TOBY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 7, 2019 |
| 1601 PETERSEN AVENUE LLC | ADP OF THE SNF | Organization | N/A | Oct 7, 2019 |
| EIDE BAILLY LLP | ADP OF THE SNF | Organization | N/A | Oct 7, 2019 |
| LINKS HEALTHCARE GROUP LLC | ADP OF THE SNF | Organization | N/A | Aug 26, 2025 |
| LINKS SUPPORT SERVICES, LLC | ADP OF THE SNF | Organization | N/A | Aug 26, 2025 |
| ANDERSON, CHAD | ADP OF THE SNF | Individual | N/A | Oct 7, 2019 |
| BEARDSLEY, MARY | ADP OF THE SNF | Individual | N/A | Oct 7, 2019 |
| BERNHOLZ, VICTORIA | ADP OF THE SNF | Individual | N/A | Oct 7, 2019 |
| CARTER, MELISSA | ADP OF THE SNF | Individual | N/A | Oct 7, 2019 |
| DEGUZMAN, MYRNA | ADP OF THE SNF | Individual | N/A | Oct 7, 2019 |
| ERENO, MARICEL | ADP OF THE SNF | Individual | N/A | Oct 7, 2019 |
| FROJELIN, ANTONETTE | ADP OF THE SNF | Individual | N/A | Oct 7, 2019 |
| PALMER, ALEXANDER | ADP OF THE SNF | Individual | N/A | Oct 7, 2019 |
| RODRIGUEZ, CURTIS | ADP OF THE SNF | Individual | N/A | Oct 7, 2019 |
| SABOUNCHI, SAMAN | ADP OF THE SNF | Individual | N/A | Oct 7, 2019 |
| TILFORD, TOBY | ADP OF THE SNF | Individual | N/A | Oct 7, 2019 |
Compare CMS ratings and recorded fines for Westwood 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.
This chain operates 32 facilities. View all →