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.
City Creek Post Acute is a 5-star Medicare and Medicaid certified nursing home in Sacramento, California with 99 certified beds. It has been operating since 1983. Its overall CMS rating is 5 out of 5.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Ensure each resident receives and the facility provides food that accommodates resident allergies, intolerances, and preferences, as well as appealing options.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
Make sure that a working call system is available in each resident's bathroom and bathing area.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
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.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
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.
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.
Make sure that a working call system is available in each resident's bathroom and bathing area.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
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 that each resident is free from the use of physical restraints, unless needed for medical treatment.
Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
Provide appropriate care for a resident to maintain and/or improve range of motion (ROM), limited ROM and/or mobility, unless a decline is for a medical reason.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Ensure services provided by the nursing facility meet professional standards of quality.
Provide safe, appropriate pain management for a resident who requires such services.
Create and put into place a plan for meeting the resident's most immediate needs within 48 hours of being admitted
+ 9 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% | Oct 1, 2019 |
| CLAWSON, SCOTT | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 44% | Oct 1, 2019 |
| WILLIAMS, RYAN | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 44% | Oct 1, 2019 |
| TEXAS CAPITAL BANK NA | 5% OR GREATER SECURITY INTEREST | Organization | N/A | Apr 17, 2025 |
| FIELDS, DOMONIQUE | CORPORATE DIRECTOR | Individual | N/A | Oct 1, 2019 |
| 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 | Nov 4, 2019 |
| 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 | Jan 4, 2021 |
| CLAWSON, SCOTT | CORPORATE OFFICER | Individual | N/A | Oct 1, 2019 |
| JONES, STEVEN | CORPORATE OFFICER | Individual | N/A | Jul 1, 2024 |
| WILLIAMS, RYAN | CORPORATE OFFICER | Individual | N/A | Oct 1, 2019 |
| CHEN, KAI SHIN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 4, 2021 |
| DHIR, SUNIL | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2020 |
| FIELDS, DOMONIQUE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 1, 2019 |
| FLAKE, ETHAN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 7, 2024 |
| HINKLE, CORTNEY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 9, 2024 |
| JONES, STEVEN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 1, 2024 |
| MANN, SUNINDAR | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 17, 2023 |
| MODI, ISHANKUMAR | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Nov 4, 2019 |
| MOSHER, STEVEN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 8, 2024 |
| MURRAY, JEFFREY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 8, 2024 |
| OEHLER, NICHOLAS | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jun 3, 2024 |
| RODIS, CYNTHIA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Feb 21, 2025 |
| SALSEDO, NATALIE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jun 12, 2023 |
| SIMON, JOSEPH | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 3, 2021 |
| SINGH, SHYANNA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Dec 5, 2023 |
| SOARES, MICHAEL | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 1, 2021 |
| DHIR, SUNIL | ADP OF THE SNF | Individual | N/A | Jan 1, 2020 |
| OEHLER, NICHOLAS | ADP OF THE SNF | Individual | N/A | Jun 3, 2024 |
Compare CMS ratings and recorded fines for City 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 18 facilities. View all →