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.
Franciscan Post-Acute Care Center is a 4-star Medicare and Medicaid certified nursing home in Merced, California with 71 certified beds. It has been operating since 1969. Its overall CMS rating is 4 out of 5.
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 that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Coordinate assessments with the pre-admission screening and resident review program; and referring for services as needed.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Ensure each resident receives and the facility provides food that accommodates resident allergies, intolerances, and preferences, as well as appealing options.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Provide or get specialized rehabilitative services as required for a resident.
Ensure services provided by the nursing facility meet professional standards of quality.
Ensure that each resident is free from the use of physical restraints, unless needed for medical treatment.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
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.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Ensure services provided by the nursing facility meet professional standards of quality.
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.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
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.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
+ 1 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 |
|---|---|---|---|---|
| AVALON OF CALIFORNIA LLC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 100% | Dec 1, 2003 |
| AVALON CARE LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | 100% | Dec 1, 2003 |
| DANGERFIELD, DAVID | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Apr 5, 2007 |
| KIRTON, BYRON | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Aug 27, 2024 |
| KIRTON, HYRUM | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Aug 27, 2024 |
| KIRTON, SPENCER | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Aug 27, 2024 |
| WOLTIL, ROBERT | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | May 23, 2012 |
| DANGERFIELD, DAVID | CORPORATE DIRECTOR | Individual | N/A | Apr 5, 2007 |
| KIRTON, BYRON | CORPORATE DIRECTOR | Individual | N/A | Aug 27, 2024 |
| KIRTON, HYRUM | CORPORATE DIRECTOR | Individual | N/A | Aug 27, 2024 |
| KIRTON, SPENCER | CORPORATE DIRECTOR | Individual | N/A | Aug 27, 2024 |
| WOLTIL, ROBERT | CORPORATE DIRECTOR | Individual | N/A | May 23, 2012 |
| BORISEVICH, MARIA | CORPORATE OFFICER | Individual | N/A | Jan 8, 2024 |
| HASH, ALAN | CORPORATE OFFICER | Individual | N/A | Aug 15, 2017 |
| KIRTON, HYRUM | CORPORATE OFFICER | Individual | N/A | Mar 29, 2022 |
| SMITH, NICOLE | CORPORATE OFFICER | Individual | N/A | Mar 1, 2023 |
| AVALON HEALTH CARE INC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Dec 1, 2003 |
| AVALON HEALTH CARE MANAGEMENT INC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Dec 1, 2003 |
| BORISEVICH, MARIA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 8, 2024 |
| HASH, ALAN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Aug 15, 2017 |
| HENRIE, BRIAN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Apr 19, 2021 |
| KIRTON, HYRUM | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 29, 2022 |
| PAIK-TESCH, JOHN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Sep 1, 2017 |
| SMITH, NICOLE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 1, 2023 |
| SOUZA, JOANNE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Aug 26, 2025 |
| AVALON HEALTH CARE INC | ADP OF THE SNF | Organization | N/A | May 20, 2025 |
| AVALON HEALTH CARE MANAGEMENT INC | ADP OF THE SNF | Organization | N/A | Apr 4, 2025 |
| BORISEVICH, MARIA | ADP OF THE SNF | Individual | N/A | Jan 8, 2024 |
| HASH, ALAN | ADP OF THE SNF | Individual | N/A | Aug 15, 2017 |
| HENRIE, BRIAN | ADP OF THE SNF | Individual | N/A | Apr 19, 2021 |
| KIRTON, HYRUM | ADP OF THE SNF | Individual | N/A | Mar 29, 2022 |
| PAIK-TESCH, JOHN | ADP OF THE SNF | Individual | N/A | Sep 1, 2017 |
| SMITH, NICOLE | ADP OF THE SNF | Individual | N/A | Mar 1, 2023 |
| SOUZA, JOANNE | ADP OF THE SNF | Individual | N/A | Aug 26, 2025 |
Compare CMS ratings and recorded fines for Franciscan Post-Acute Care Center 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 16 facilities. View all →