CMS data snapshot: July 2026
Facility results compared with averages for CMS-certified nursing homes in Oregon. 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.
Saint Helens Post Acute is a 2-star Medicare and Medicaid certified nursing home in Saint Helens, Oregon with 92 certified beds. It has been operating since 1991. Its overall CMS rating is 2 out of 5.
Encode each resident’s assessment data and transmit these data to the State within 7 days of assessment.
Make sure there is a pest control program to prevent/deal with mice, insects, or other pests.
Ensure nurse aides have the skills they need to care for residents, and give nurse aides education in dementia care and abuse prevention.
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.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Ensure that the facility has sufficient staff members who possess the competencies and skills to meet the behavioral health needs of residents.
Provide or get specialized rehabilitative services as required for a resident.
Ensure that each resident is free from the use of physical restraints, unless needed for medical treatment.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
Provide appropriate care for a resident to maintain and/or improve range of motion (ROM), limited ROM and/or mobility, unless a decline is for a medical reason.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Provide safe, appropriate pain management for a resident who requires such services.
Provide safe, appropriate dialysis care/services for a resident who requires such services.
Provide care or services that was trauma informed and/or culturally competent.
Ensure each resident must receive and the facility must provide necessary behavioral health care and services.
Make sure that the nursing home area is safe, easy to use, clean and comfortable for residents, staff and the public.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
Have a registered nurse on duty 8 hours a day; and select a registered nurse to be the director of nurses on a full time basis.
Have a plan that describes the process for conducting QAPI and QAA activities.
Set up an ongoing quality assessment and assurance group to review quality deficiencies and develop corrective plans of action.
Allow residents to easily view the nursing home's survey results and communicate with advocate agencies.
Develop and implement policies and procedures to prevent abuse, neglect, and theft.
+ 46 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% | Jun 1, 2025 |
| CLAWSON, SCOTT | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 44% | Jun 1, 2025 |
| WILLIAMS, RYAN | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 44% | Jun 1, 2025 |
| CLAWSON, SCOTT | INDIRECT OWNERSHIP INTEREST | Individual | N/A | Jun 1, 2025 |
| CLAWSON, SCOTT | CORPORATE OFFICER | Individual | N/A | Jun 1, 2025 |
| WILLIAMS, RYAN | CORPORATE OFFICER | Individual | N/A | Jun 1, 2025 |
| JOHANSEN, JULIE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Sep 13, 2023 |
| SANCHEZ, STEPHEN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 20, 2015 |
| JOHANSEN, JULIE | ADP OF THE SNF | Individual | N/A | Jun 1, 2025 |
| SANCHEZ, STEPHEN | ADP OF THE SNF | Individual | N/A | Jun 1, 2025 |
Compare CMS ratings and recorded fines for Saint Helens 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 →