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.
Canyon Creek Post-Acute is a 4-star Medicare and Medicaid certified nursing home in Castro Valley, California with 70 certified beds. It has been operating since 1989. Its overall CMS rating is 4 out of 5.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Ensure the facility is licensed under applicable State and local law and operates and provides services in compliance with all applicable Federal, State, and local laws, regulations, and codes, and with accepted professional standards.
Assess the resident completely in a timely manner when first admitted, and then periodically, at least every 12 months.
Assure that each resident’s assessment is updated at least once every 3 months.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Ensure services provided by the nursing facility meet professional standards of quality.
Provide rooms that are at least 80 square feet per resident in multiple rooms and 100 square feet for single resident rooms.
Implement gradual dose reductions(GDR) and non-pharmacological interventions, unless contraindicated, prior to initiating or instead of continuing psychotropic medication; and PRN orders for psychotropic medications are only used when the medication is necessary and PRN use is limited.
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.
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.
Provide rooms that are at least 80 square feet per resident in multiple rooms and 100 square feet for single resident rooms.
Provide care and assistance to perform activities of daily living for any resident who is unable.
Ensure that each resident is free from the use of physical restraints, unless needed for medical treatment.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
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 request, refuse, and/or discontinue treatment, to participate in or refuse to participate in experimental research, and to formulate an advance directive.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Ensure services provided by the nursing facility meet professional standards of quality.
Ensure residents do not lose the ability to perform activities of daily living unless there is a medical reason.
Provide rooms that are at least 80 square feet per resident in multiple rooms and 100 square feet for single resident rooms.
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 |
|---|---|---|---|---|
| FORBRIGHT BANK | 5% OR GREATER SECURITY INTEREST | Organization | N/A | May 1, 2023 |
| RODRIGUEZ, CURTIS | CORPORATE OFFICER | Individual | N/A | May 1, 2023 |
| TILFORD, TOBY | CORPORATE OFFICER | Individual | N/A | May 1, 2023 |
| LINKS HEALTHCARE GROUP LLC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | May 1, 2023 |
| LINKS SUPPORT SERVICES, LLC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | May 1, 2023 |
| BEARDSLEY, MARY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 1, 2023 |
| BERNHOLZ, VICTORIA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 1, 2023 |
| CARTER, MELISSA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 1, 2023 |
| CORPUZ, ERIC | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 1, 2023 |
| DHUGGA, GURPREET | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 1, 2023 |
| FROJELIN, ANTONETTE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 1, 2023 |
| RODRIGUEZ, CURTIS | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 1, 2023 |
| SINGH, JERICA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 1, 2023 |
| TILFORD, TOBY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 1, 2023 |
| LINKS HEALTHCARE GROUP LLC | ADP OF THE SNF | Organization | N/A | Jun 26, 2025 |
| LINKS SUPPORT SERVICES, LLC | ADP OF THE SNF | Organization | N/A | Jun 26, 2025 |
| BEARDSLEY, MARY | ADP OF THE SNF | Individual | N/A | May 1, 2023 |
| BERNHOLZ, VICTORIA | ADP OF THE SNF | Individual | N/A | May 1, 2023 |
| CARTER, MELISSA | ADP OF THE SNF | Individual | N/A | May 1, 2023 |
| CORPUZ, ERIC | ADP OF THE SNF | Individual | N/A | May 1, 2023 |
| DHUGGA, GURPREET | ADP OF THE SNF | Individual | N/A | May 1, 2023 |
| FROJELIN, ANTONETTE | ADP OF THE SNF | Individual | N/A | May 1, 2023 |
| RODRIGUEZ, CURTIS | ADP OF THE SNF | Individual | N/A | May 1, 2023 |
| SINGH, JERICA | ADP OF THE SNF | Individual | N/A | May 1, 2023 |
| TILFORD, TOBY | ADP OF THE SNF | Individual | N/A | May 1, 2023 |
Compare CMS ratings and recorded fines for Canyon Creek 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 →