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.
Edmonds Post Acute is a 2-star Medicare and Medicaid certified nursing home in Edmonds, Washington with 128 certified beds. It has been operating since 1977. Its overall CMS rating is 2 out of 5.
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 the required documentation or notification related to the resident's needs, appeal rights, or bed-hold policies.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Make sure there is a pest control program to prevent/deal with mice, insects, or other pests.
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.
Assess the resident completely in a timely manner when first admitted, and then periodically, at least every 12 months.
Assure that each resident’s assessment is updated at least once every 3 months.
Encode each resident’s assessment data and transmit these data to the State within 7 days of assessment.
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 appropriate treatment and care according to orders, resident’s preferences and goals.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
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.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
Make sure that the nursing home area is safe, easy to use, clean and comfortable for residents, staff and the public.
Ensure nurse aides have the skills they need to care for residents, and give nurse aides education in dementia care and abuse prevention.
Allow residents to self-administer drugs if determined clinically appropriate.
Ensure residents have reasonable access to and privacy in their use of communication methods.
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.
+ 61 more deficiencies
No penalties on record.
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 | N/A | 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 |
| PORTER, MICAH | INDIRECT OWNERSHIP INTEREST | Individual | N/A | Jun 1, 2025 |
| CLAWSON, SCOTT | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jun 1, 2025 |
| FRYLING, ALARIK | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jun 1, 2025 |
| REEDY-MATRONE, BRANDON | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jun 1, 2025 |
| WILLIAMS, RYAN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jun 1, 2025 |
| FRYLING, ALARIK | ADP OF THE SNF | Individual | N/A | Jun 1, 2025 |
| REEDY-MATRONE, BRANDON | ADP OF THE SNF | Individual | N/A | Jun 1, 2025 |
Compare CMS ratings and recorded fines for Edmonds 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 →