CMS data snapshot: July 2026
Facility results compared with averages for CMS-certified nursing homes in Washington. 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.
Cashmere Post Acute is a 3-star Medicare and Medicaid certified nursing home in Cashmere, Washington with 95 certified beds. It has been operating since 1967. Its overall CMS rating is 3 out of 5.
Provide timely, quality laboratory services/tests to meet the needs of residents.
Prevent the use of unnecessary psychotropic medications or use medications that may restrain a resident's ability to function.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Make sure that the nursing home area is safe, easy to use, clean and comfortable for residents, staff and the public.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
Ensure that residents are fully informed and understand their health status, care and treatments.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Develop and implement policies and procedures to prevent abuse, neglect, and theft.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Provide the required documentation or notification related to the resident's needs, appeal rights, or bed-hold policies.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Provide care or services that was trauma informed and/or culturally competent.
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.
Designate a qualified infection preventionist to be responsible for the infection prevent and control program in the nursing home.
Create and put into place a plan for meeting the resident's most immediate needs within 48 hours of being admitted
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 and the facility must promote and facilitate resident self-determination through support of resident choice.
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.
Notify the resident or the resident’s representative in writing how long the nursing home will hold the resident’s bed in cases of transfer to a hospital or therapeutic leave.
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 safe, appropriate pain management for a resident who requires such services.
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.
+ 19 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 |
|---|---|---|---|---|
| ANDERSON, BRANDT | CORPORATE OFFICER | Individual | N/A | Jan 2, 2022 |
| FROST, STEVEN | CORPORATE OFFICER | Individual | N/A | Feb 1, 2019 |
| LINDAHL, JEFFREY | CORPORATE OFFICER | Individual | N/A | Feb 1, 2019 |
| LINDAHL, KIRKMAN | CORPORATE OFFICER | Individual | N/A | Feb 1, 2019 |
| LINDAHL, SCOTT | CORPORATE OFFICER | Individual | N/A | Feb 1, 2019 |
| ZWAHLEN, JAY | CORPORATE OFFICER | Individual | N/A | Jan 1, 2024 |
| CONSOLIDATED BILLING SERVICES INC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Jan 1, 2019 |
| FOUNDATION RESOURCE CENTER LLC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Feb 1, 2019 |
| PACIFIC MEDICAL SPECIALTY GROUP | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Dec 21, 2021 |
| POWERBACK REHABILITATION LLC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Jan 1, 2019 |
| ANDERSON, BRANDT | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 2, 2022 |
| DE ORO, BRIANNA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Feb 24, 2025 |
| ELLINGTON, BRIANNA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 18, 2024 |
| FLEMMING, STANLEY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 1, 2024 |
| FROST, STEVEN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2019 |
| GINN, BRENDEN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Aug 1, 2023 |
| LINDAHL, JEFFREY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Feb 1, 2019 |
| LINDAHL, KIRKMAN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Feb 1, 2019 |
| MARTINSON, WENDY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Feb 16, 2019 |
| RICKETTS, ALEXANDRA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Feb 16, 2019 |
| ZWAHLEN, JAY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2024 |
| 817 PIONEER AVE, LLC | ADP OF THE SNF | Organization | N/A | Jan 1, 2019 |
| CONSOLIDATED BILLING SERVICES INC | ADP OF THE SNF | Organization | N/A | Nov 10, 2025 |
| FOUNDATION RESOURCE CENTER LLC | ADP OF THE SNF | Organization | N/A | Feb 11, 2025 |
| PACIFIC MEDICAL SPECIALTY GROUP | ADP OF THE SNF | Organization | N/A | Nov 10, 2025 |
| POWERBACK REHABILITATION LLC | ADP OF THE SNF | Organization | N/A | Nov 10, 2025 |
| ANDERSON, BRANDT | ADP OF THE SNF | Individual | N/A | Jan 2, 2024 |
| DE ORO, BRIANNA | ADP OF THE SNF | Individual | N/A | Feb 24, 2025 |
| ELLINGTON, BRIANNA | ADP OF THE SNF | Individual | N/A | Mar 18, 2024 |
| FLEMMING, STANLEY | ADP OF THE SNF | Individual | N/A | Jul 1, 2024 |
| FROST, STEVEN | ADP OF THE SNF | Individual | N/A | Feb 1, 2019 |
| GINN, BRENDEN | ADP OF THE SNF | Individual | N/A | Aug 1, 2023 |
| LINDAHL, DAVID | ADP OF THE SNF | Individual | N/A | Jan 1, 2019 |
| LINDAHL, JEFFREY | ADP OF THE SNF | Individual | N/A | Feb 1, 2019 |
| LINDAHL, KIRKMAN | ADP OF THE SNF | Individual | N/A | Feb 1, 2019 |
| MARTINSON, WENDY | ADP OF THE SNF | Individual | N/A | Feb 16, 2019 |
| RICKETTS, ALEXANDRA | ADP OF THE SNF | Individual | N/A | Feb 16, 2019 |
| ZWAHLEN, JAY | ADP OF THE SNF | Individual | N/A | Jan 1, 2024 |
Compare CMS ratings and recorded fines for Cashmere 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.