CMS data snapshot: July 2026
Facility results compared with averages for CMS-certified nursing homes in Texas. 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.
Guadalupe Valley Nursing and Rehabilitation Center is a 2-star Medicare and Medicaid certified nursing home in Seguin, Texas with 148 certified beds. It has been operating since 1990. Its overall CMS rating is 2 out of 5.
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 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.
Provide appropriate care for residents who are continent or incontinent of bowel/bladder, appropriate catheter care, and appropriate care to prevent urinary tract infections.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
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.
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 that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
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.
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 a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Develop, implement, and/or maintain an effective training program for all new and existing staff members.
Develop, implement, and/or maintain an effective training program that includes effective communications for direct care staff members.
Ensure that staff members are educated on resident rights and facility responsibilities to properly care for its residents.
Conduct mandatory training, for all staff, on the facility’s Quality Assurance and Performance Improvement Program.
Include as part of its infection prevention and control program, mandatory training that includes written standards, policies, and procedures for the program.
Provide behavior health training consistent with the requirements and as determined by a facility assessment.
+ 20 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 |
|---|---|---|---|---|
| MEDINA COUNTY HOSPITAL DISTRICT | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 100% | Jun 1, 2014 |
| BAIRD, DANIEL | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Apr 13, 2021 |
| CARVAJAL, ANTONIO | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | May 16, 2024 |
| CLAPP, BARBARA | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jun 1, 2021 |
| CORTESE, DAREN | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Aug 10, 2021 |
| FROSCH, KEVIN | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Feb 1, 2010 |
| GIBSON, PATRICIA | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Aug 1, 2021 |
| GONZALES, VERONICA | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | May 16, 2024 |
| HARDT, TIMOTHY | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jan 27, 2020 |
| KAUFMAN, NICOLE | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Aug 10, 2021 |
| MANDELBAUM, ELLIOT | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jan 1, 2025 |
| BAIN, WILLIAM | CORPORATE OFFICER | Individual | N/A | May 23, 2011 |
| BELL, BILLIE | CORPORATE OFFICER | Individual | N/A | Jun 3, 2023 |
| FROSCH, KEVIN | CORPORATE OFFICER | Individual | N/A | Feb 1, 2010 |
| HARDT, TIMOTHY | CORPORATE OFFICER | Individual | N/A | Jan 27, 2020 |
| JOHNSON, TONY | CORPORATE OFFICER | Individual | N/A | Nov 26, 2012 |
| MANGOLD, MARY | CORPORATE OFFICER | Individual | N/A | Aug 31, 2023 |
| WINDROW, ZACHARY | CORPORATE OFFICER | Individual | N/A | Nov 26, 2012 |
| WINKLER, JUDY | CORPORATE OFFICER | Individual | N/A | May 1, 2004 |
| YOUNG, CARLTON | CORPORATE OFFICER | Individual | N/A | May 1, 2006 |
| ARANDA, EMANUEL | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Feb 10, 2025 |
| CHRISTIANSEN, KEITH | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2025 |
| FLORES, ANTONIO | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2025 |
| ROSS, KIMBERLY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2025 |
| 1210 EASTWOOD DRIVE LLC | ADP OF THE SNF | Organization | N/A | Oct 1, 2018 |
| CSV RHEA MANAGEMENT HOLDCO, LLC | ADP OF THE SNF | Organization | N/A | Oct 1, 2018 |
| DWD TX HOLDINGS LLC | ADP OF THE SNF | Organization | N/A | Oct 1, 2018 |
| JACK AND NANCY DWYER WORKFORCE DEVELOPMENT CENTER INC | ADP OF THE SNF | Organization | N/A | Oct 1, 2018 |
| MEDINA COUNTY HOSPITAL DISTRICT | ADP OF THE SNF | Organization | N/A | Jan 15, 2026 |
| REG HG OPCO 1, LLC | ADP OF THE SNF | Organization | N/A | Oct 1, 2018 |
| REG HG OPCO LLC | ADP OF THE SNF | Organization | N/A | Oct 1, 2018 |
| REG OPERATOR HOLDCO LLC | ADP OF THE SNF | Organization | N/A | Oct 1, 2018 |
| REGENCY IHS CLINICAL CONSULTING, LLC | ADP OF THE SNF | Organization | N/A | Oct 1, 2018 |
| REGENCY IHS OF GUADALUPE VALLEY LLC | ADP OF THE SNF | Organization | N/A | Oct 1, 2018 |
| REGENCY IHS REHAB LLC | ADP OF THE SNF | Organization | N/A | Oct 1, 2018 |
| REGENCY INTEGRATED HEALTH SERVICES LLC | ADP OF THE SNF | Organization | N/A | Oct 1, 2018 |
| REGENCY TEXAS HOLDINGS LLC | ADP OF THE SNF | Organization | N/A | Oct 1, 2018 |
| ARANDA, EMANUEL | ADP OF THE SNF | Individual | N/A | Feb 10, 2025 |
| CHRISTIANSEN, KEITH | ADP OF THE SNF | Individual | N/A | Jan 1, 2025 |
| DEKOWSKI, DONOVAN | ADP OF THE SNF | Individual | N/A | Oct 1, 2018 |
| FLORES, ANTONIO | ADP OF THE SNF | Individual | N/A | Jan 1, 2025 |
| ROSS, KIMBERLY | ADP OF THE SNF | Individual | N/A | Jan 1, 2025 |
Compare CMS ratings and recorded fines for Guadalupe Valley Nursing and Rehabilitation 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 68 facilities. View all →