CMS data snapshot: July 2026
Facility results compared with averages for CMS-certified nursing homes in Idaho. 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.
Bridgeview Estates is a 3-star Medicare and Medicaid certified nursing home in Twin Falls, Idaho with 116 certified beds. It has been operating since 1992. Its overall CMS rating is 3 out of 5.
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.
Allow residents to self-administer drugs if determined clinically appropriate.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
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.
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.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
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 that residents are fully informed and understand their health status, care and treatments.
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.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
Allow resident to participate in the development and implementation of his or her person-centered plan of care.
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.
Not transfer or discharge a resident without an adequate reason; and must provide documentation and convey specific information when a resident is transferred or discharged.
Create and put into place a plan for meeting the resident's most immediate needs within 48 hours of being admitted
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
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.
+ 1 more deficiencies
No penalties on record.
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 |
|---|---|---|---|---|
| DEVELOPERS INVESTMENT COMPANY II, INC | DIRECT OWNERSHIP INTEREST | Organization | N/A | Dec 27, 2007 |
| PRESTON, FORREST | DIRECT OWNERSHIP INTEREST | Individual | N/A | Mar 31, 2000 |
| BUTNER, NANCY | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Sep 16, 2018 |
| LARSEN, JARED | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Nov 15, 2021 |
| MOETULU, AMANDA | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Apr 7, 2023 |
| FRANCO, MARK | CORPORATE DIRECTOR | Individual | N/A | Sep 12, 2025 |
| LAY, LISA | CORPORATE DIRECTOR | Individual | N/A | Apr 24, 2017 |
| SMITH, FRANK | CORPORATE DIRECTOR | Individual | N/A | Jun 19, 2025 |
| CROSS, CINDY | CORPORATE OFFICER | Individual | N/A | Mar 31, 2000 |
| HENRY, TERRY | CORPORATE OFFICER | Individual | N/A | Mar 31, 2000 |
| LAY, LISA | CORPORATE OFFICER | Individual | N/A | Feb 9, 2018 |
| SWANKER, RICHARD | CORPORATE OFFICER | Individual | N/A | Apr 1, 2011 |
| THURMOND, JOAN | CORPORATE OFFICER | Individual | N/A | Sep 22, 2000 |
| BRIDGEVIEW MEDICAL INVESTORS, LLC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Mar 31, 2000 |
| DEVELOPERS INVESTMENT COMPANY II, INC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Dec 31, 2007 |
| LIFE CARE CENTERS OF AMERICA, INC. | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Mar 31, 2000 |
| BUTNER, NANCY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Sep 16, 2018 |
| DOPP, MATTHEW | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 1, 2021 |
| FLETCHER, TODD | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Dec 13, 2024 |
| LARSEN, JARED | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Nov 15, 2021 |
| MOETULU, AMANDA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Apr 7, 2023 |
| PRESTON, AUBREY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Dec 13, 2024 |
| ZIEGLER, JAMES | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Dec 13, 2024 |
| BRIDGEVIEW MEDICAL INVESTORS, LLC | ADP OF THE SNF | Organization | N/A | Mar 31, 2000 |
| LIFE CARE CENTERS OF AMERICA, INC. | ADP OF THE SNF | Organization | N/A | Feb 20, 2025 |
| DOPP, MATTHEW | ADP OF THE SNF | Individual | N/A | Mar 24, 2026 |
| LARSEN, JARED | ADP OF THE SNF | Individual | N/A | Feb 20, 2025 |
| PRESTON, FORREST | ADP OF THE SNF | Individual | N/A | Sep 26, 2012 |
Compare CMS ratings and recorded fines for Bridgeview Estates 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 194 facilities. View all →