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.
Alden Terrace Convalescent Hospital is a 5-star Medicare and Medicaid certified nursing home in Los Angeles, California with 210 certified beds. It has been operating since 1970. Its overall CMS rating is 5 out of 5.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
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.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Arrange for the provision of hospice services or assist the resident in transferring to a facility that will arrange for the provision of hospice services.
Ensure resident rooms hold no more than 4 residents; for new construction after November 28, 2016, rooms hold no more than 2 residents.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Ensure services provided by the nursing facility meet professional standards of quality.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted 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 request, refuse, and/or discontinue treatment, to participate in or refuse to participate in experimental research, and to formulate an advance directive.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Provide appropriate care for residents who are continent or incontinent of bowel/bladder, appropriate catheter care, and appropriate care to prevent urinary tract infections.
Give the resident's representative the ability to exercise the resident's rights.
Provide timely notification to the resident, and if applicable to the resident representative and ombudsman, before transfer or discharge, including appeal rights.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
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 safe, clean, comfortable and homelike environment, including but not limited to receiving treatment and supports for daily living safely.
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.
Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
+ 5 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 |
|---|---|---|---|---|
| FRIEDMAN FAMILY TRUST | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 10% | Sep 25, 1970 |
| IRA D FRIEDMAN 1991 TRUST | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 10% | Sep 25, 1970 |
| LEHMANN FAMILY 1991 TRUST | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 10% | Sep 25, 1970 |
| THE KLAVAN FAMILY TRUST | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 10% | Sep 25, 1970 |
| THE TZIPPY FRIEDMAN NOTIS 1990 TRUST | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 10% | May 6, 2020 |
| FRIEDMAN, IRA | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jun 30, 2023 |
| CRUZ, SHIRLEY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 1, 2008 |
| FRIEDMAN, IRA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jun 30, 2023 |
| HADADZ, ALI | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Aug 22, 2012 |
| KLAVAN, JOSHUA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Dec 1, 2022 |
| VODICSKA, STEVEN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 16, 2020 |
| FRIEDMAN, AARON | INDIVIDUAL IS AN OWNER, PARTNER OR TRUSTEE OF ANY ADP OF THE SNF | Individual | N/A | Sep 16, 2025 |
| FRIEDMAN, AARON | TRUSTEE OF THE SNF | Individual | N/A | Jun 30, 2023 |
| FRIEDMAN, IRA | TRUSTEE OF THE SNF | Individual | N/A | Jun 30, 2023 |
| KLAVAN, RACHEL | TRUSTEE OF THE SNF | Individual | N/A | Jun 30, 2023 |
| LEHMANN, LIBBY | TRUSTEE OF THE SNF | Individual | N/A | Jun 30, 2023 |
| NOTIS, SHMUEL | TRUSTEE OF THE SNF | Individual | N/A | Jun 30, 2023 |
| PERVAIZ, ZAID | TRUSTEE OF THE SNF | Individual | N/A | Jun 30, 2023 |
| ALDEN TERRACE INVESTMENTS, LTD | ADP OF THE SNF | Organization | N/A | Jun 30, 2023 |
| FRIEDMAN FAMILY TRUST | ADP OF THE SNF | Organization | N/A | Jun 30, 2023 |
| IRA D FRIEDMAN 1991 TRUST | ADP OF THE SNF | Organization | N/A | Jun 30, 2023 |
| LEHMANN FAMILY 1991 TRUST | ADP OF THE SNF | Organization | N/A | Jun 30, 2023 |
| LONGWOOD MANAGEMENT LLC | ADP OF THE SNF | Organization | N/A | Jan 1, 2023 |
| MID WILSHIRE CAPITAL MANAGEMENT GROUP, LLC | ADP OF THE SNF | Organization | N/A | Sep 15, 2025 |
| THE KLAVAN FAMILY TRUST | ADP OF THE SNF | Organization | N/A | Jun 30, 2023 |
| THE TZIPPY FRIEDMAN NOTIS 1990 TRUST | ADP OF THE SNF | Organization | N/A | Jun 30, 2023 |
| CRUZ, SHIRLEY | ADP OF THE SNF | Individual | N/A | Jul 1, 2008 |
| FRIEDMAN, AARON | ADP OF THE SNF | Individual | N/A | Jun 30, 2023 |
| FRIEDMAN, IRA | ADP OF THE SNF | Individual | N/A | Jun 30, 2023 |
| HADADZ, ALI | ADP OF THE SNF | Individual | N/A | Aug 22, 2012 |
| KLAVAN, JOSHUA | ADP OF THE SNF | Individual | N/A | Nov 16, 1986 |
| PERVAIZ, ZAID | ADP OF THE SNF | Individual | N/A | Jan 1, 2013 |
| VODICSKA, STEVEN | ADP OF THE SNF | Individual | N/A | Mar 16, 2020 |
Compare CMS ratings and recorded fines for Alden Terrace Convalescent Hospital 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 38 facilities. View all →