CMS data snapshot: July 2026
Facility results compared with averages for CMS-certified nursing homes in Massachusetts. 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.
Andover Forest Post Acute Care Center is a 2-star Medicare and Medicaid certified nursing home in North Andover, Massachusetts with 142 certified beds. It has been operating since 1990. Its overall CMS rating is 2 out of 5.
Ensure services provided by the nursing facility meet professional standards of quality.
Provide care and assistance to perform activities of daily living for any resident who is unable.
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.
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.
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 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.
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.
Ensure each resident must receive and the facility must provide necessary behavioral health care and services.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
Ensure each resident receives and the facility provides food prepared in a form designed to meet individual needs.
Develop and implement policies and procedures for flu and pneumonia vaccinations.
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.
Provide care and assistance to perform activities of daily living for any resident who is unable.
Provide care or services that was trauma informed and/or culturally competent.
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.
Ensure therapeutic diets are prescribed by the attending physician and may be delegated to a registered or licensed dietitian, to the extent allowed by State law.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
+ 14 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, SHANA | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 12% | Oct 16, 2023 |
| ETN FAMILY HOLDINGS LLC | DIRECT OWNERSHIP INTEREST | Organization | N/A | Oct 16, 2023 |
| TLCO HOLDINGS LLC | DIRECT OWNERSHIP INTEREST | Organization | N/A | Oct 16, 2023 |
| COM FAMILY TRUST | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | 10% | Oct 16, 2023 |
| MILLMAN, CHAIM | INDIRECT OWNERSHIP INTEREST | Individual | N/A | Oct 16, 2023 |
| NEWHOUSE, ERIC | INDIRECT OWNERSHIP INTEREST | Individual | N/A | Oct 16, 2023 |
| HERNANDEZ, AMANDA | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | May 1, 2025 |
| MILLMAN, CHAIM | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Oct 16, 2023 |
| NEWHOUSE, ERIC | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Oct 16, 2023 |
| ETN FAMILY HOLDINGS LLC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Oct 16, 2023 |
| TLCO HOLDINGS LLC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Oct 16, 2023 |
| CORDEIRO, KALIE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 30, 2023 |
| ERBLICH, AVRAHAM | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 16, 2023 |
| HERNANDEZ, AMANDA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 1, 2025 |
| MILLMAN, CHAIM | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 16, 2023 |
| MILLMAN, CHAIM | TRUSTEE OF THE SNF | Individual | N/A | Oct 16, 2023 |
| NEWHOUSE, ERIC | TRUSTEE OF THE SNF | Individual | N/A | Oct 16, 2023 |
| COM FAMILY TRUST | ADP OF THE SNF | Organization | N/A | Oct 16, 2023 |
| E NEWHOUSE FAMILY TRUST | ADP OF THE SNF | Organization | N/A | Oct 16, 2023 |
| ETN FAMILY HOLDINGS LLC | ADP OF THE SNF | Organization | N/A | Oct 16, 2023 |
| T NEWHOUSE FAMILY TRUST | ADP OF THE SNF | Organization | N/A | Oct 16, 2023 |
| TLCO HOLDINGS LLC | ADP OF THE SNF | Organization | N/A | Oct 16, 2023 |
| TLM FAMILY TRUST | ADP OF THE SNF | Organization | N/A | Oct 16, 2023 |
| CORDEIRO, KALIE | ADP OF THE SNF | Individual | N/A | Jun 5, 2025 |
| ERBLICH, AVRAHAM | ADP OF THE SNF | Individual | N/A | Oct 16, 2023 |
| FRIEDMAN, SHANA | ADP OF THE SNF | Individual | N/A | Oct 16, 2023 |
| HERNANDEZ, AMANDA | ADP OF THE SNF | Individual | N/A | May 1, 2025 |
| MILLMAN, CHAIM | ADP OF THE SNF | Individual | N/A | Oct 16, 2023 |
| NEWHOUSE, ERIC | ADP OF THE SNF | Individual | N/A | Oct 16, 2023 |
| SHEPS, BORUCH | ADP OF THE SNF | Individual | N/A | Oct 16, 2023 |
| STERN, BEZALEL | ADP OF THE SNF | Individual | N/A | Oct 16, 2023 |
Compare CMS ratings and recorded fines for Andover Forest Post Acute Care Center 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 23 facilities. View all →