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.
Almond Vista Healthcare is a 1-star Medicare and Medicaid certified nursing home in Modesto, California with 175 certified beds. It has been operating since 1979. Its overall CMS rating is 1 out of 5.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Ensure services provided by the nursing facility meet professional standards of quality.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Designate a qualified infection preventionist to be responsible for the infection prevent and control program in the nursing home.
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.
Honor the resident's right to a safe, clean, comfortable and homelike environment, including but not limited to receiving treatment and supports for daily living safely.
Ensure services provided by the nursing facility meet professional standards of quality.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
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.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Make sure that a working call system is available in each resident's bathroom and bathing area.
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 a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Conduct and document a facility-wide assessment to determine what resources are necessary to care for residents competently during both day-to-day operations (including nights and weekends) and emergencies.
Have a plan that describes the process for conducting QAPI and QAA activities.
Have the Quality Assessment and Assurance group have the required members and meet at least quarterly
Provide timely notification to the resident, and if applicable to the resident representative and ombudsman, before transfer or discharge, including appeal rights.
Notify the resident or the resident’s representative in writing how long the nursing home will hold the resident’s bed in cases of transfer to a hospital or therapeutic leave.
Set up an ongoing quality assessment and assurance group to review quality deficiencies and develop corrective plans of action.
Give residents notice of Medicaid/Medicare coverage and potential liability for services not covered.
Ensure that each resident is free from the use of physical restraints, unless needed for medical treatment.
Coordinate assessments with the pre-admission screening and resident review program; and referring for services as needed.
+ 33 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 |
|---|---|---|---|---|
| KALESTA HEALTHCARE GROUP, LLC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 100% | Mar 1, 2021 |
| CLAWSON, SCOTT | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 48% | Mar 1, 2021 |
| WILLIAMS, RYAN | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 48% | Mar 1, 2021 |
| CAPITAL FUNDING LLC | 5% OR GREATER SECURITY INTEREST | Organization | N/A | Mar 8, 2021 |
| FIELDS, DOMONIQUE | CORPORATE DIRECTOR | Individual | N/A | Mar 1, 2021 |
| FLAKE, ETHAN | CORPORATE DIRECTOR | Individual | N/A | Oct 7, 2024 |
| HINKLE, CORTNEY | CORPORATE DIRECTOR | Individual | N/A | Jan 9, 2024 |
| MODI, ISHANKUMAR | CORPORATE DIRECTOR | Individual | N/A | Mar 1, 2021 |
| MOSHER, STEVEN | CORPORATE DIRECTOR | Individual | N/A | Jul 8, 2024 |
| MURRAY, JEFFREY | CORPORATE DIRECTOR | Individual | N/A | Jan 8, 2024 |
| SOARES, MICHAEL | CORPORATE DIRECTOR | Individual | N/A | Mar 1, 2021 |
| CHEN, KAI SHIN | CORPORATE OFFICER | Individual | N/A | Mar 1, 2021 |
| CLAWSON, SCOTT | CORPORATE OFFICER | Individual | N/A | Mar 1, 2021 |
| JONES, STEVEN | CORPORATE OFFICER | Individual | N/A | Jul 1, 2024 |
| WILLIAMS, RYAN | CORPORATE OFFICER | Individual | N/A | Mar 1, 2021 |
| CABALLERO, DIANA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2024 |
| CHEN, KAI SHIN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 1, 2021 |
| CLAWSON, SCOTT | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 1, 2021 |
| FIELDS, DOMONIQUE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 1, 2021 |
| FLAKE, ETHAN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 7, 2024 |
| HINKLE, CORTNEY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 9, 2024 |
| JAVAN, MOJDEH | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Feb 14, 2024 |
| JONES, STEVEN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 1, 2024 |
| KAYAKOKU, SEVINC | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 1, 2021 |
| LACHANCE, HARRIS | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Feb 3, 2025 |
| MODI, ISHANKUMAR | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 1, 2021 |
| MOSHER, STEVEN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 8, 2024 |
| MURRAY, JEFFREY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 8, 2024 |
| RAINES, TERRY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 15, 2024 |
| SIMMS, DEBORAH | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Apr 6, 2023 |
| SINGH, RACHANDEEP | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 1, 2021 |
| SINGH, VISHAAL | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Apr 26, 2023 |
| SOARES, MICHAEL | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 1, 2021 |
| WILLIAMS, RYAN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 1, 2021 |
| KALESTA HEALTHCARE GROUP, LLC | ADP OF THE SNF | Organization | N/A | Dec 18, 2025 |
| LACHANCE, HARRIS | ADP OF THE SNF | Individual | N/A | Feb 3, 2025 |
| SINGH, RACHANDEEP | ADP OF THE SNF | Individual | N/A | Mar 1, 2021 |
Compare CMS ratings and recorded fines for Almond Vista Healthcare 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 18 facilities. View all →