CMS data snapshot: July 2026
Facility results compared with averages for CMS-certified nursing homes in Montana. 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.
Riverside Health & Rehabilitation is a 2-star Medicare and Medicaid certified nursing home in Missoula, Montana with 72 certified beds. It has been operating since 1988. Its overall CMS rating is 2 out of 5.
Provide safe, appropriate pain management for a resident who requires such services.
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.
Ensure food and drink is palatable, attractive, and at a safe and appetizing temperature.
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.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
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 voice grievances without discrimination or reprisal and the facility must establish a grievance policy and make prompt efforts to resolve grievances.
Make sure that a working call system is available in each resident's bathroom and bathing area.
Create and put into place a plan for meeting the resident's most immediate needs within 48 hours of being admitted
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
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.
Provide special eating equipment and utensils for residents who need them and appropriate assistance.
Honor the resident's right to voice grievances without discrimination or reprisal and the facility must establish a grievance policy and make prompt efforts to resolve grievances.
Ensure food and drink is palatable, attractive, and at a safe and appetizing temperature.
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.
Develop and implement policies and procedures for flu and pneumonia vaccinations.
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.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
+ 3 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 |
|---|---|---|---|---|
| CARON CORPORATION | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | N/A | Nov 1, 1988 |
| JBGRS INC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | N/A | Jan 1, 1996 |
| RIVERSIDE HEALTH CARE CENTER | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | N/A | Sep 4, 1987 |
| JOHN B. GOODMAN 2006 IRRV GRANTOR TR | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | 25% | Feb 28, 2017 |
| BENSON, RANDALL | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 10% | Feb 28, 2017 |
| SALMEN, THOMAS | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 10% | Feb 28, 2017 |
| WEICHERT, JAMES | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 10% | Feb 28, 2017 |
| WILSON, MARK | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 10% | Feb 28, 2017 |
| WAYLETT, ANNIE | W-2 MANAGING EMPLOYEE | Individual | N/A | Dec 4, 2020 |
| WEICHERT, JAMES | CORPORATE DIRECTOR | Individual | N/A | Mar 30, 2017 |
| BENSON, RANDALL | CORPORATE OFFICER | Individual | N/A | Jun 26, 2015 |
| EDINGER, CRAIG | CORPORATE OFFICER | Individual | N/A | Oct 21, 2016 |
| KNACKE, CLINTON | CORPORATE OFFICER | Individual | N/A | Oct 12, 2022 |
| OLSON, DENISE | CORPORATE OFFICER | Individual | N/A | Sep 16, 2013 |
| CARON CORPORATION | GENERAL PARTNERSHIP INTEREST | Organization | N/A | Nov 1, 1998 |
| JBGRS INC | GENERAL PARTNERSHIP INTEREST | Organization | N/A | Jul 14, 2010 |
| JOHN B. GOODMAN 2006 IRRV GRANTOR TR | GENERAL PARTNERSHIP INTEREST | Organization | N/A | Feb 28, 2017 |
| BENSON, RANDALL | GENERAL PARTNERSHIP INTEREST | Individual | N/A | Feb 28, 2017 |
| SALMEN, THOMAS | GENERAL PARTNERSHIP INTEREST | Individual | N/A | Feb 28, 2017 |
| WEICHERT, JAMES | GENERAL PARTNERSHIP INTEREST | Individual | N/A | Feb 28, 2017 |
| WILSON, MARK | GENERAL PARTNERSHIP INTEREST | Individual | N/A | Feb 28, 2017 |
Compare CMS ratings and recorded fines for Riverside Health & Rehabilitation 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 10 facilities. View all →