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.
Harvest Crossing Post Acute is a 2-star Medicare and Medicaid certified nursing home in Manteca, California with 99 certified beds. It has been operating since 1968. Its overall CMS rating is 2 out of 5.
Provide the required documentation or notification related to the resident's needs, appeal rights, or bed-hold policies.
Ensure the transfer/discharge meets the resident's needs/preferences and that the resident is prepared for a safe transfer/discharge.
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.
Ensure services provided by the nursing facility meet professional standards of quality.
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.
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.
Develop and implement policies and procedures for flu and pneumonia vaccinations.
Make sure that a working call system is available in each resident's bathroom and bathing area.
Provide behavior health training consistent with the requirements and as determined by a facility assessment.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Provide safe, appropriate pain management for a resident who requires such services.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Coordinate assessments with the pre-admission screening and resident review program; and referring for services as needed.
Ensure services provided by the nursing facility meet professional standards of quality.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
Provide appropriate care for residents who are continent or incontinent of bowel/bladder, appropriate catheter care, and appropriate care to prevent urinary tract infections.
Provide for the safe, appropriate administration of IV fluids for a resident when needed.
Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
+ 20 more deficiencies
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% | Nov 1, 2021 |
| CLAWSON, SCOTT | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 44% | Nov 1, 2021 |
| WILLIAMS, RYAN | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 44% | Nov 1, 2021 |
| CLAWSON, SCOTT | INDIRECT OWNERSHIP INTEREST | Individual | N/A | Mar 1, 2021 |
| TEXAS CAPITAL BANK NA | 5% OR GREATER SECURITY INTEREST | Organization | N/A | Apr 17, 2025 |
| FIELDS, DOMONIQUE | CORPORATE DIRECTOR | Individual | N/A | Nov 1, 2021 |
| 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 1, 2021 |
| 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 | Nov 1, 2021 |
| CHEN, KAI SHIN | CORPORATE OFFICER | Individual | N/A | Nov 1, 2021 |
| CLAWSON, SCOTT | CORPORATE OFFICER | Individual | N/A | Nov 1, 2021 |
| JONES, STEVEN | CORPORATE OFFICER | Individual | N/A | Jul 1, 2024 |
| WILLIAMS, RYAN | CORPORATE OFFICER | Individual | N/A | Nov 1, 2021 |
| KALESTA HEALTHCARE GROUP, LLC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Nov 1, 2021 |
| ALVARENGA, OSCAR | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Nov 1, 2021 |
| BUSH, STEVEN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 1, 2022 |
| CHEN, KAI SHIN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Nov 1, 2021 |
| FIELDS, DOMONIQUE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Nov 1, 2021 |
| 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 |
| KNIGHT, KALILAH | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Aug 29, 2022 |
| MODI, ISHANKUMAR | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Nov 1, 2021 |
| MOSHER, STEVEN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 8, 2024 |
| MURRAY, JEFFREY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 8, 2024 |
| SAID, SAMIRA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 8, 2023 |
| SINGH, RACHANDEEP | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Aug 1, 2024 |
| SOARES, MICHAEL | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Nov 1, 2021 |
| WILLIAMS, RYAN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Nov 1, 2021 |
| BUSH, STEVEN | ADP OF THE SNF | Individual | N/A | Mar 1, 2022 |
| SAID, SAMIRA | ADP OF THE SNF | Individual | N/A | May 8, 2023 |
| SINGH, RACHANDEEP | ADP OF THE SNF | Individual | N/A | Aug 1, 2024 |
Compare CMS ratings and recorded fines for Harvest Crossing 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 →