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.
River View Post Acute is a 2-star Medicare and Medicaid certified nursing home in Modesto, California with 99 certified beds. It has been operating since 1969. Its overall CMS rating is 2 out of 5.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
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.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
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.
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.
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 that feeding tubes are not used unless there is a medical reason and the resident agrees; and provide appropriate care for a resident with a feeding tube.
Provide safe, appropriate pain management for a resident who requires such services.
Ensure each resident must receive and the facility must provide necessary behavioral health care and services.
Prevent the use of unnecessary psychotropic medications or use medications that may restrain a resident's ability to function.
Ensure each resident must receive and the facility must provide necessary behavioral health care and services.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Ensure that residents are fully informed and understand their health status, care and treatments.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
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.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
+ 44 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% | Apr 18, 2022 |
| CLAWSON, SCOTT | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 48% | Apr 18, 2022 |
| WILLIAMS, RYAN | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 48% | Apr 18, 2022 |
| CLAWSON, SCOTT | INDIRECT OWNERSHIP INTEREST | Individual | N/A | Apr 18, 2022 |
| TEXAS CAPITAL BANK NA | 5% OR GREATER SECURITY INTEREST | Organization | N/A | Apr 17, 2025 |
| FIELDS, DOMONIQUE | CORPORATE DIRECTOR | Individual | N/A | Apr 18, 2022 |
| 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 | Apr 18, 2022 |
| 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 | Apr 18, 2022 |
| CHEN, KAI SHIN | CORPORATE OFFICER | Individual | N/A | Apr 18, 2022 |
| CLAWSON, SCOTT | CORPORATE OFFICER | Individual | N/A | Apr 18, 2022 |
| JONES, STEVEN | CORPORATE OFFICER | Individual | N/A | Jul 1, 2024 |
| WILLIAMS, RYAN | CORPORATE OFFICER | Individual | N/A | Apr 18, 2022 |
| CHEN, KAI SHIN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Apr 18, 2022 |
| CHURAPE, CYNTHIA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Feb 17, 2025 |
| FIELDS, DOMONIQUE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Apr 18, 2022 |
| 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 |
| LA DUKE, ALAURA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Apr 18, 2022 |
| MARQUISES, EDEN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 3, 2025 |
| MODI, ISHANKUMAR | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Apr 18, 2022 |
| MOSHER, STEVEN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 8, 2024 |
| MURRAY, JEFFREY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 8, 2024 |
| PAPKE, BRIAN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Nov 1, 2022 |
| PEREZ ZARAGOZA, NATALIA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 23, 2023 |
| ROBERTS, MARVIN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Apr 18, 2022 |
| SOARES, MICHAEL | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Apr 18, 2022 |
| VERMA, ATUL | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 1, 2022 |
| PAPKE, BRIAN | ADP OF THE SNF | Individual | N/A | Apr 18, 2022 |
| VERMA, ATUL | ADP OF THE SNF | Individual | N/A | Sep 16, 2025 |
Compare CMS ratings and recorded fines for River View 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 →