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.
Fountain View Subacute and Nursing Center is a 3-star Medicare and Medicaid certified nursing home in Los Angeles, California with 99 certified beds. It has been operating since 1971. Its overall CMS rating is 3 out of 5.
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.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Provide medically-related social services to help each resident achieve the highest possible quality of life.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Ensure menus must meet the nutritional needs of residents, be prepared in advance, be followed, be updated, be reviewed by dietician, and meet the needs of the resident.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
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 appropriate pressure ulcer care and prevent new ulcers from developing.
Provide rooms that are at least 80 square feet per resident in multiple rooms and 100 square feet for single resident rooms.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
Ensure the facility is licensed under applicable State and local law and operates and provides services in compliance with all applicable Federal, State, and local laws, regulations, and codes, and 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.
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.
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.
+ 48 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 |
|---|---|---|---|---|
| BQ OPERATIONS HOLDINGS LLC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 100% | Jun 1, 2020 |
| 9560 PICO LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Jun 1, 2020 |
| BOLD QUAIL HOLDINGS LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Jun 1, 2020 |
| FC-GEN OPERATIONS INVESTMENT LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Feb 2, 2015 |
| GEN BQ JV HOLDINGS LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Jun 1, 2020 |
| GEN OPERATIONS I LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Feb 2, 2015 |
| GEN OPERATIONS II LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Feb 2, 2015 |
| GENESIS HEALTHCARE INC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Jan 1, 2016 |
| GENESIS HEALTHCARE LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Feb 2, 2015 |
| GENESIS HOLDINGS LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Jun 1, 2020 |
| GHC JV HOLDINGS LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Jun 1, 2020 |
| NEWGEN LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Jun 1, 2020 |
| PICO AR LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Jun 1, 2020 |
| SUN HEALTHCARE GROUP INC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Jan 1, 2016 |
| ROBIN, AARON | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | N/A | Jun 1, 2020 |
| TRESS, AVROHOM | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | N/A | Jun 1, 2020 |
| WHITMAN, ARNOLD | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | N/A | Feb 2, 2015 |
| SUNDANCE REHABILITATION HOLDCO INC | INDIRECT OWNERSHIP INTEREST | Organization | N/A | Jun 1, 2020 |
| WELLTOWER OP, LLC | INDIRECT OWNERSHIP INTEREST | Organization | N/A | Jun 1, 2020 |
| KADAKIA, JIGAR | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 1, 2022 |
| SERUMAL, ARLINDO | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Aug 1, 2025 |
| SHAW, PAMELA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jun 1, 2020 |
| WASHINGTON, ALEXIS | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 6, 2023 |
| NEWGEN ADMINISTRATIVE SERVICES, LLC | ADP OF THE SNF | Organization | N/A | Jun 1, 2020 |
| POWERBACK REHABILITATION LLC | ADP OF THE SNF | Organization | N/A | Jun 1, 2020 |
| KADAKIA, JIGAR | ADP OF THE SNF | Individual | N/A | Oct 1, 2022 |
| SERUMAL, ARLINDO | ADP OF THE SNF | Individual | N/A | Aug 1, 2025 |
| SHAW, PAMELA | ADP OF THE SNF | Individual | N/A | Jun 1, 2020 |
| WASHINGTON, ALEXIS | ADP OF THE SNF | Individual | N/A | Oct 6, 2023 |
Compare CMS ratings and recorded fines for Fountain View Subacute and Nursing 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 185 facilities. View all →