4/5
CMS (the Centers for Medicare & Medicaid Services) is the federal agency that rates nursing home quality. Its Overall Rating runs from 1 to 5 stars, combining health inspections, staffing, and quality measures, with inspections weighted most heavily.
4/5
CMS (the Centers for Medicare & Medicaid Services) is the federal agency that rates nursing home quality. Its Overall Rating runs from 1 to 5 stars, combining health inspections, staffing, and quality measures, with inspections weighted most heavily.
Waterman Canyon Post Acute is San Bernardino’s premier nursing center. The dedicated team of professionals approaches their service with the understanding that their residents need a sense of safety and wellness– both physically and emotionally. They inspire residents to grow as better individuals through their enhanced lifestyle in a vibrant and positive environment. Waterman Canyon is the place to experience effective care.
Waterman Canyon’s nursing and rehab experience is centered on skilled nursing, wellness, and therapy. Residents can feel confident knowing it is filled with safe, comfortable, and therapeutic service. Seniors are encouraged to maintain independence and individuality by staying active and engaged with social, recreational, and stimulating activities.
The Overall CMS Rating combines results from health inspections, staffing levels and quality measures. Health inspections carry the most weight. Staffing and quality scores can increase or decrease the final rating based on performance compared to state and national standards.
Based on the results of the facility's three most recent standard inspections and any complaint investigations. CMS reviews the number, scope, and severity of deficiencies, with more recent findings weighted more heavily.
Measures average nursing staff hours per resident per day, including Registered Nurses (RNs) and total nursing staff. Ratings are adjusted based on the level of care residents require and are compared to state and national benchmarks.
Based on clinical and physical health indicators reported to CMS, such as hospital readmissions, falls, pressure ulcers, and improvements in mobility. These measures reflect how well residents' health needs are being managed.
Daily nursing hours per resident by staff type, reported to CMS. Higher is generally better — compare this facility to state and national averages to see where staffing stands.
This home is ranked 296th out of 354 homes in California for nurse hours. Total adjusted nursing hours per resident per day, combining RN, LPN, and aide time. CMS adjusts this for case-mix so facilities can be fairly compared.
| Staff type | Hours / Day / Resident | vs state avg |
|---|---|---|
|
Registered Nurse (RN)
RNs hold the highest nursing license and can assess residents, interpret test results, and direct care plans. More RN hours per day often signals stronger clinical oversight and faster response to health changes.
| 14m per day | ▼ 64% State avg: 39m per day · National avg: 41m per day |
|
LPN / LVN
Licensed Practical Nurses (LPNs) or Licensed Vocational Nurses (LVNs) deliver routine hands-on care — medication administration, wound dressing, and monitoring vital signs. They work under RN supervision and make up a large share of daily bedside care.
| 1h 8m per day | ▼ 7% State avg: 1h 13m per day · National avg: 52m per day |
|
Nurse Aide
Certified Nurse Aides (CNAs) provide the most direct day-to-day assistance: bathing, dressing, feeding, and mobility. Nurse aide hours are typically the largest staffing category and directly affect residents' quality of life.
| 2h 27m per day | ▼ 8% State avg: 2h 39m per day · National avg: 2h 21m per day |
|
Weekend Total Nursing
Combined nursing hours (RN + LPN + Nurse Aide) per resident per day on weekends. Staffing often drops on weekends — this figure reveals whether the facility maintains adequate coverage outside of weekday hours.
| 3h 36m per day | ▼ 12% State avg: 4h 5m per day · National avg: 3h 26m per day |
|
Physical Therapist
Hours per resident per day provided by licensed Physical Therapists (PTs) or PT Assistants. PT services help residents recover mobility after injury or illness and are especially important for post-acute (short-stay) rehabilitation.
| 3m per day | ▼ 46% State avg: 5m per day · National avg: 4m per day |
|
Weekend RN
Registered nurse hours specifically on weekends. Facilities sometimes reduce RN presence on Saturdays and Sundays — a low weekend RN figure compared to weekday hours can indicate reduced clinical oversight when most administrative staff are absent.
| 11m per day | ▼ 64% State avg: 30m per day · National avg: 29m per day |
In California, the Department of Social Services (for assisted living facilities) and the Department of Public Health (for nursing homes) conduct inspections to ensure resident safety and regulatory compliance.
California average 12.5
Last Health inspection on Sep 2025
California average 50.2
California average 4.65
Health citations are formal notices following inspections when they fail to comply with safety and care standards.
30 of 46 citations resulted from standard inspections; and 16 of 46 resulted from complaint investigations.
100% better than California averageCalifornia average: 0.4
100% better than California averageCalifornia average: 1
Corrected
Corrected
Corrected
Corrected
Reporting period: October 1 – December 31, 2025 (Q4 2025). Source: CMS Payroll-Based Journal report.
33% fewer staff per resident than California average
0% compared with California average
This data comes from the CMS Payroll-Based Journal report covering October 1 – December 31, 2025.
Manages medical care and health needs.
All 11 RN Staff are full-time employees. No contractors work on this role.
11
Average shift length. Calculated as total hours divided by days worked and average staff per day.
7.6 hoursAssists with medical care and medications.
All 38 LPN Staff are full-time employees. No contractors work on this role.
38
Average shift length. Calculated as total hours divided by days worked and average staff per day.
7.7 hoursHelps with daily care and mobility.
All 104 CNA Staff are full-time employees. No contractors work on this role.
104
Average shift length. Calculated as total hours divided by days worked and average staff per day.
7.3 hours
This data comes from the CMS Payroll-Based Journal report covering October 1 – December 31, 2025.
This data comes from the CMS Payroll-Based Journal report covering October 1 – December 31, 2025.
| Certified Nursing Assistant | 104 | 0 | 104 | 35,643 | 92 | 100% | 7.3 |
| Licensed Practical Nurse | 38 | 0 | 38 | 14,635 | 92 | 100% | 7.7 |
| Physical Therapy Aide | 7 | 0 | 7 | 3,054 | 69 | 75% | 7.8 |
| Registered Nurse | 11 | 0 | 11 | 2,906 | 92 | 100% | 7.6 |
| Speech Language Pathologist | 9 | 0 | 9 | 2,686 | 71 | 77% | 6.8 |
| RN Director of Nursing | 5 | 0 | 5 | 1,908 | 81 | 88% | 7.9 |
| Physical Therapy Assistant | 5 | 0 | 5 | 1,361 | 73 | 79% | 8.4 |
| Other Dietary Services Staff | 3 | 0 | 3 | 1,264 | 92 | 100% | 8 |
| Qualified Social Worker | 3 | 0 | 3 | 1,141 | 71 | 77% | 8.5 |
| Dietitian | 2 | 0 | 2 | 708 | 64 | 70% | 8.1 |
| Respiratory Therapy Technician | 3 | 0 | 3 | 653 | 75 | 82% | 5.6 |
| Dental Services Staff | 2 | 0 | 2 | 538 | 61 | 66% | 7.6 |
| Nurse Practitioner | 1 | 0 | 1 | 512 | 64 | 70% | 8 |
| Occupational Therapy Aide | 1 | 0 | 1 | 416 | 52 | 57% | 8 |
| Therapeutic Recreation Specialist | 3 | 0 | 3 | 338 | 26 | 28% | 6.8 |
| Mental Health Service Worker | 1 | 0 | 1 | 308 | 41 | 45% | 7.5 |
| Administrator | 1 | 0 | 1 | 256 | 64 | 70% | 4 |
| Occupational Therapy Assistant | 0 | 1 | 1 | 24 | 3 | 3% | 8 |
Federal penalties imposed by CMS for regulatory violations, including civil money penalties (fines) and denials of payment for new Medicare/Medicaid admissions.
Source: CMS Penalties Database
No penalties in the past 3 years
No civil money penalties or payment denials were reported in the last 3 years.
These measures show how residents usually do over time at this home, based on health outcomes and preventive care.
A composite score based on pressure ulcers, falls with injury, weight loss, walking ability decline, and activities of daily living decline.
8.8
32% worse than California averageCalifornia average: 6.6
A composite score based on activities of daily living decline, walking ability decline, and incontinence.
15.5
37% worse than California averageCalifornia average: 11.3
CMS star rating based on long-stay quality measure performance. 5 stars = significantly above average, 1 star = significantly below average.
Percent of long-stay residents whose need for help with daily activities has increased
16.6%
50% worse than California averageCalifornia average: 11.1%
Percent of long-stay residents whose ability to move independently worsened
17.0%
42% worse than California averageCalifornia average: 12.0%
Percent of low risk long-stay residents who lose control of their bowels or bladder
12.9%
15% worse than California averageCalifornia average: 11.3%
Percent of long-stay residents experiencing one or more falls with major injury
0.5%
68% better than California averageCalifornia average: 1.7%
Percent of long-stay high risk residents with pressure ulcers
4.1%
18% better than California averageCalifornia average: 5.0%
Percent of long-stay residents with a urinary tract infection
0.4%
68% better than California averageCalifornia average: 1.2%
Percent of long-stay residents who lose too much weight
5.7%
36% worse than California averageCalifornia average: 4.2%
Percent of long-stay residents who have depressive symptoms
41.9%
526% worse than California averageCalifornia average: 6.7%
Percent of long-stay residents who received an antipsychotic medication
4.0%
60% better than California averageCalifornia average: 10.1%
Percent of long-stay residents assessed and appropriately given the pneumococcal vaccine
100.0%
In line with California averageCalifornia average: 98.5%
Percent of long-stay residents assessed and appropriately given the seasonal influenza vaccine
100.0%
In line with California averageCalifornia average: 98.2%
Number of hospitalizations per 1,000 long-stay resident days.
4.84
115% worse than California averageCalifornia average: 2.25
Number of outpatient emergency department visits per 1,000 long-stay resident days.
1.47
8% better than California averageCalifornia average: 1.59
CMS star rating based on short-stay quality measure performance. 5 stars = much above average, 1 star = much below average.
Percent of short-stay residents assessed and appropriately given the pneumococcal vaccine
99.7%
6% better than California averageCalifornia average: 94.0%
Percent of short-stay residents who newly received an antipsychotic medication
0.7%
53% better than California averageCalifornia average: 1.5%
Percent of short-stay residents assessed and appropriately given the seasonal influenza vaccine
99.3%
7% better than California averageCalifornia average: 93.2%
Percentage of short-stay residents who were re-hospitalized after their nursing home admission.
20.1%
13% better than California averageCalifornia average: 23.2%
Percentage of short-stay residents who had an outpatient emergency department visit.
9.1%
19% better than California averageCalifornia average: 11.2%
Percentage of SNF residents who experience falls with major injury during their stay.
0.0%
100% better than California averageCalifornia average: 0.8%
Percentage of residents at or above expected ability to care for themselves at discharge.
46.8%
13% worse than California averageCalifornia average: 53.7%
Rate of successful return to home or community from a skilled nursing facility.
25.9%
49% worse than California averageCalifornia average: 50.6%
Quality measures are calculated from Minimum Data Set (MDS) assessments. For most measures, lower percentages indicate better care quality.
19% of new residents, usually for short-term rehab.
77% of new residents, often for short stays.
4% of new residents, often for long-term daily care.
Source: CMS Long-Term Care Facility Characteristics (Data as of Jan 2026)
Total residents
164Residents meet regularly to discuss policies, care quality, and activities
Organized group of residents that meets regularly to discuss facility policies, quality of life, and activities.
Data sourced from CMS Long-Term Care Facility Characteristics quarterly report. Payer mix reflects the current resident census by primary payment source.
Historical financial and operational data for Waterman Canyon Post Acute from 2011–2023, based on CMS SNF Cost Reports.
Based on CMS SNF Cost Report for fiscal year ending in 12/2023.
Net patient revenue — what the home actually collects for resident care, after contractual allowances, bad debt and discounts are subtracted from its gross charges (CMS cost report, Worksheet G-3). It covers resident care only; money the home earns from other sources is shown separately as "Other income."
Net patient income: net patient revenue minus the home's total operating expenses. A positive figure means it earns more from resident care than it spends to deliver it; a negative figure means the opposite. It excludes non-operating "other income."
Net patient revenue — what the home actually collects for resident care, after contractual allowances, bad debt and discounts are subtracted from its gross charges (CMS cost report, Worksheet G-3). It covers resident care only; money the home earns from other sources is shown separately as "Other income."
Net patient income: net patient revenue minus the home's total operating expenses. A positive figure means it earns more from resident care than it spends to deliver it; a negative figure means the opposite. It excludes non-operating "other income."
Money the home earns outside of resident care — such as investments, grants, rentals and other non-operating sources (CMS cost report, Worksheet G-3). It is tracked separately from net patient revenue: it is not part of that figure, and it is not included in net patient income.
Staff salaries plus wage-related costs — benefits such as payroll taxes, health insurance and retirement — from the home's own accounting records (CMS cost report, Worksheet A). Contract or agency labor is counted separately, under other operating costs.
Rank #59 / 355Payroll — State benchmarkedThis home is ranked 59th out of 355 homes in California. Shows total annual staff payroll benchmarked to the California average. Higher payroll investment relative to peers often signals better staffing and less reliance on cheaper contract labor.Rankings are based only on facilities in California that report data for that category. Facilities without available data are excluded from the ranking.Click the rank badge to see the full State ranking.Click here to see the full State ranking.
Payroll as a share of revenue: staff salaries and wage-related benefits divided by net patient revenue. A higher figure means more of each revenue dollar goes to staff pay.
Rank #292 / 355Payroll % — State benchmarkedThis home is ranked 292nd out of 355 homes in California. Shows payroll as a percentage of revenue versus the California average. Well-run California facilities typically land around 56–67% — the top third Statewide. Below 25% may signal understaffing or heavy agency use — read with Staffing ratings.Rankings are based only on facilities in California that report data for that category. Facilities without available data are excluded from the ranking.Click the rank badge to see the full State ranking.Click here to see the full State ranking.
Everything it costs to run the home apart from payroll — food, utilities, supplies, maintenance, contract labor and administration. Calculated as total operating expense minus payroll (staff salaries and wage-related benefits).
The home's total operating expense for the year — all the costs of running it, salaries included (CMS cost report, Worksheet G-3).
Residents typically stay for brief periods, with frequent admissions and discharges throughout the year.
Most new residents arrive under private pay (77% of admissions), and a typical private pay stay runs around 3 - 4 months.
Coverage residents most often arrive under.
Coverage residents most often leave under.
2.2 miles from city center
Estimated distance in miles from San Bernardino's city center to Waterman Canyon Post Acute's address, calculated via Google Maps.
— 0.21 miles to nearest hospital (St. Bernardine Medical Center)
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The information below is reported by the California Department of Social Services and Department of Public Health.
| Arrowhead Healthcare Center | NH MC | San Bernardino (Wildwood Park) | 58
Facility
58
CA AVG
103
Rank
#1102 / 1657 |
100.0%
Facility
100.0%
CA AVG
84.7%
Rank
#1 / 1537 | +18% | 4.85
Facility
4.85
CA AVG
4.22
Rank
#60 / 354 | -42% | +15% | $0
Facility
$0
CA AVG
$56.5k
Rank
#1 / 362 | - | 21
Facility
21
CA AVG
50.2
Rank
#47 / 361 | 5.3
Facility
5.3
CA AVG
4.6
Rank
#265 / 361 | - | 55 | - |
79
Facility
79
CA AVG
57
Rank
#451 / 2092 | Arrowhead Healthcare Center LLC | $11.6M
Facility
$11.6M
CA AVG
$17.0M
Rank
#248 / 355 | $7.8M
Facility
$7.8M
CA AVG
$7.0M
Rank
#189 / 355 | 67%
Facility
67%
CA AVG
45.2%
Rank
#40 / 355 | 555896 | ||||
| Haven Post Acute | NH | San Bernardino (Del Rosa) | 99
Facility
99
CA AVG
103
Rank
#725 / 1657 |
93.2%
Facility
93.2%
CA AVG
84.7%
Rank
#238 / 1537 | +10% | 4.77
Facility
4.77
CA AVG
4.22
Rank
#60 / 354 | -39% | +13% | $55.7k
Facility
$55.7k
CA AVG
$56.5k
Rank
#319 / 362 | - | 25
Facility
25
CA AVG
50.2
Rank
#78 / 361 | 2.5
Facility
2.5
CA AVG
4.6
Rank
#33 / 361 | 1 | 96 | - |
67
Facility
67
CA AVG
57
Rank
#830 / 2092 | - | $13.2M
Facility
$13.2M
CA AVG
$17.0M
Rank
#198 / 355 | $7.0M
Facility
$7.0M
CA AVG
$7.0M
Rank
#191 / 355 | 52.8%
Facility
52.8%
CA AVG
45.2%
Rank
#156 / 355 | 56053 | ||||
| Waterman Canyon Post Acute | NH HC | San Bernardino (North Waterman Avenue) | 166
Facility
166
CA AVG
103
Rank
#270 / 1657 |
93.6%
Facility
93.6%
CA AVG
84.7%
Rank
#225 / 1537 | +11% | 3.53
Facility
3.53
CA AVG
4.22
Rank
#296 / 354 | -38% | -16% | $0
Facility
$0
CA AVG
$56.5k
Rank
#1 / 362 | - | 46
Facility
46
CA AVG
50.2
Rank
#210 / 361 | 2.4
Facility
2.4
CA AVG
4.6
Rank
#25 / 361 | - | 159 | A+ |
63
Facility
63
CA AVG
57
Rank
#951 / 2092 | Nicoletta Jenkins | $26.2M
Facility
$26.2M
CA AVG
$17.0M
Rank
#36 / 355 | $13.0M
Facility
$13.0M
CA AVG
$7.0M
Rank
#59 / 355 | 49.4%
Facility
49.4%
CA AVG
45.2%
Rank
#292 / 355 | 55565 | ||||
| Del Rosa Villa Post Acute | NH HC MC PC RC | San Bernardino (Pacific) | 104
Facility
104
CA AVG
103
Rank
#684 / 1657 |
87.8%
Facility
87.8%
CA AVG
84.7%
Rank
#385 / 1537 | +4% | 3.15
Facility
3.15
CA AVG
4.22
Rank
#345 / 354 | -31% | -25% | $43.9k
Facility
$43.9k
CA AVG
$56.5k
Rank
#305 / 362 | - | 31
Facility
31
CA AVG
50.2
Rank
#118 / 361 | 2.8
Facility
2.8
CA AVG
4.6
Rank
#50 / 361 | 1 | 95 | - |
74
Facility
74
CA AVG
57
Rank
#598 / 2092 | Ashraf Eskander | $15.9M
Facility
$15.9M
CA AVG
$17.0M
Rank
#100 / 355 | $8.3M
Facility
$8.3M
CA AVG
$7.0M
Rank
#179 / 355 | 52.3%
Facility
52.3%
CA AVG
45.2%
Rank
#318 / 355 | 555195 |
Waterman Canyon Post Acute is located in San Bernardino, California.
Here are the financial assistance programs available to residents in California.
Waterman Canyon Post Acute is in the North Waterman Avenue neighborhood of San Bernardino.
Waterman Canyon Post Acute has a walk score of 63. Moderately walkable. Some errands can be accomplished on foot, with a mix of nearby amenities.
Waterman Canyon Post Acute's occupancy is 93.6%.
Waterman Canyon Post Acute is registered as a for-profit in CA.
Yes — there are 10 photos of Waterman Canyon Post Acute in the photo gallery on this page.
Waterman Canyon Post Acute is located at 1850 N Waterman Ave, San Bernardino, CA 92404.
(909) 882-1215 will put you in contact with the team at Waterman Canyon Post Acute.
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