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.
California Park Post Acute is a 5-star Medicare and Medicaid certified nursing home in Chico, California with 90 certified beds. It has been operating since 1995. Its overall CMS rating is 5 out of 5.
Ensure that nurses and nurse aides have the appropriate competencies to care for every resident in a way that maximizes each resident's well being.
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.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
Ensure that nurses and nurse aides have the appropriate competencies to care for every resident in a way that maximizes each resident's well being.
Have a registered nurse on duty 8 hours a day; and select a registered nurse to be the director of nurses on a full time basis.
Administer the facility in a manner that enables it to use its resources effectively and efficiently.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
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.
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.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Have a policy regarding use and storage of foods brought to residents by family and other visitors.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
Assess the resident completely in a timely manner when first admitted, and then periodically, at least every 12 months.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Ensure menus must meet the nutritional needs of residents, be prepared in advance, be followed, be updated, be reviewed by dietician, and meet the needs of the resident.
Provide safe, appropriate pain management for a resident who requires such services.
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.
Ensure that each resident is free from the use of physical restraints, unless needed for medical treatment.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Ensure a licensed pharmacist perform a monthly drug regimen review, including the medical chart, following irregularity reporting guidelines in developed policies and procedures.
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 |
|---|---|---|---|---|
| KALESTA HEALTHCARE GROUP, LLC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 100% | Jun 1, 2025 |
| CLAWSON, SCOTT | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 44% | Jun 1, 2025 |
| WILLIAMS, RYAN | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 44% | Jun 1, 2025 |
| PGIM REAL ESTATE AGENCY FINANCING, LLC | 5% OR GREATER SECURITY INTEREST | Organization | N/A | Jun 1, 2025 |
| CLAWSON, SCOTT | CORPORATE OFFICER | Individual | N/A | Jun 1, 2025 |
| WILLIAMS, RYAN | CORPORATE OFFICER | Individual | N/A | Jun 1, 2025 |
| KALESTA HEALTHCARE GROUP, LLC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Jun 1, 2025 |
| CHEN, KAI SHIN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jun 1, 2025 |
| CLAWSON, SCOTT | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jun 1, 2025 |
| ELLIS, BRIDGET | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jun 1, 2025 |
| GARRETSON, CHARLES | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jun 1, 2025 |
| JONES, STEVEN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jun 1, 2025 |
| PORTER, MICAH | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jun 1, 2025 |
| RUHL, ERIK | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jun 1, 2025 |
| WILLIAMS, RYAN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jun 1, 2025 |
| KALESTA HEALTHCARE GROUP, LLC | ADP OF THE SNF | Organization | N/A | Sep 22, 2025 |
| CHEN, KAI SHIN | ADP OF THE SNF | Individual | N/A | Jun 1, 2025 |
| CLAWSON, SCOTT | ADP OF THE SNF | Individual | N/A | Jun 1, 2025 |
| ELLIS, BRIDGET | ADP OF THE SNF | Individual | N/A | Jun 1, 2025 |
| GARRETSON, CHARLES | ADP OF THE SNF | Individual | N/A | Jun 1, 2025 |
| JONES, STEVEN | ADP OF THE SNF | Individual | N/A | Jun 1, 2025 |
| RUHL, ERIK | ADP OF THE SNF | Individual | N/A | Jun 1, 2025 |
Compare CMS ratings and recorded fines for California Park 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 18 facilities. View all →