• CMS rates this facility 5/5 stars (above average)
• Has 48 certified beds with an average of 43.3 residents per day (90% occupancy)
• Last health inspection found 8 deficiencies (inspected Jan 24, 2025)
• No fines on record
• Total nursing staff: 4.07 hours per resident per day
• Staff turnover rate: 28.3%
• Part of the Cambridge Healthcare Services chain (32 facilities)
Glendale Healthcare Center is a 5-star Medicare and Medicaid certified nursing home in Glendale, California with 48 certified beds. It has been operating since 1994. The facility scored above average compared to California facilities.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Ensure that residents are fully informed and understand their health status, care and treatments.
Reasonably accommodate the needs and preferences of each resident.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
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 for the safe, appropriate administration of IV fluids for a resident when needed.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
Reasonably accommodate the needs and preferences of each resident.
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.
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.
Ensure that feeding tubes are not used unless there is a medical reason and the resident agrees; and provide appropriate care for a resident with a feeding tube.
Provide medically-related social services to help each resident achieve the highest possible quality of life.
Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
Dispose of garbage and refuse properly.
Provide and implement an infection prevention and control program.
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.
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.
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.
Ensure residents do not lose the ability to perform activities of daily living unless there is a medical reason.
Provide safe and appropriate respiratory care for a resident when needed.
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.
Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
Ensure each resident’s drug regimen must be free from unnecessary drugs.
Ensure that residents are free from significant medication errors.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
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 |
|---|---|---|---|---|
| BH ALLIANCE | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 10% | Mar 25, 2003 |
| IRA E SMEDRA LIVING TRUST | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 45% | Mar 25, 2003 |
| WIN WIN ENTERPRISES, LLC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 45% | Mar 25, 2003 |
| SMEDRA, IRA | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 45% | Mar 25, 2003 |
| CAMBRIDGE HEALTHCARE SERVICES LLC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Jun 11, 2018 |
| PROFESSIONAL DIRECTIONS FOR HEALTH CARE | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | May 23, 2013 |
| ANDERSON, TIFFANY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Nov 9, 2020 |
| BUTENKO, JULIE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 24, 2023 |
| CAPELA, HEIDI | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Apr 3, 2023 |
| HANNA, LAILA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 13, 2014 |
| HASSELL, LANCE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Apr 25, 2022 |
| LUTZ, LINDA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Feb 1, 2012 |
| MARQUEZ, FE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Sep 11, 2023 |
| MOORE, AMANDA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 8, 2023 |
| SALAZAR, PAULINA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Dec 14, 2020 |
| SMEDRA, IRA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 5, 2003 |
| WINTNER, JACOB | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 25, 2003 |
| SMEDRA, IRA | CORPORATE OFFICER | Individual | N/A | Mar 25, 2003 |
| WINTNER, JACOB | CORPORATE OFFICER | Individual | N/A | Mar 25, 2003 |
This chain operates 32 facilities. View all →