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.
Glendale Post Acute Center is a 1-star Medicare and Medicaid certified nursing home in Glendale, California with 136 certified beds. It has been operating since 1967. Its overall CMS rating is 1 out of 5.
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.
Honor the resident's right to organize and participate in resident/family groups in the facility.
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.
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 a dignified existence, self-determination, communication, and to exercise his or her rights.
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.
Ensure the transfer/discharge meets the resident's needs/preferences and that the resident is prepared for a safe transfer/discharge.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Provide for the safe, appropriate administration of IV fluids for a resident when needed.
Make sure that the nursing home area is safe, easy to use, clean and comfortable for residents, staff and the public.
Provide rooms that are at least 80 square feet per resident in multiple rooms and 100 square feet for single resident rooms.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Provide enough nursing staff every day to meet the needs of every resident; and have a licensed nurse in charge on each shift.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
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 that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
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.
+ 62 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 |
|---|---|---|---|---|
| LAC SNF LLC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 100% | Apr 18, 2017 |
| MANHATTAN FIVE PARTNERS LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | 42% | Dec 31, 2020 |
| WIN WIN ENTERPRISES, LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | 42% | Dec 31, 2020 |
| THE ARBA GROUP, INC. | INDIRECT OWNERSHIP INTEREST | Organization | N/A | Dec 31, 2020 |
| KRIEGER, LEO | INDIRECT OWNERSHIP INTEREST | Individual | N/A | Dec 31, 2020 |
| LAZAR, MARK | INDIRECT OWNERSHIP INTEREST | Individual | N/A | Dec 31, 2020 |
| WINTNER, JACOB | INDIRECT OWNERSHIP INTEREST | Individual | N/A | Nov 18, 2015 |
| MOORE, AMANDA | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | May 8, 2023 |
| PAGES, LUIS | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Oct 7, 2024 |
| WINTNER, JACOB | CORPORATE OFFICER | Individual | N/A | Nov 18, 2015 |
| CAMBRIDGE HEALTHCARE SERVICES LLC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Jun 11, 2018 |
| HEALTHCARE SERVICES GROUP INC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Sep 10, 2024 |
| PREFERRED BANK | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Sep 13, 2024 |
| BUTENKO, JULIE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 24, 2023 |
| CAPELA, HEIDI | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Apr 3, 2023 |
| DISPO, DUKE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Aug 8, 2023 |
| GALFAIAN, ANAIT | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 12, 2016 |
| HASSELL, LANCE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Apr 25, 2022 |
| LUTZ, LINDA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Feb 1, 2012 |
| MOORE, AMANDA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 8, 2023 |
| PAGES, LUIS | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 7, 2024 |
| SALAZAR, PAULINA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Dec 14, 2020 |
| WINTNER, JACOB | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Nov 18, 2015 |
| SMEDRA, IRA | INDIVIDUAL IS AN OWNER, PARTNER OR TRUSTEE OF ANY ADP OF THE SNF | Individual | N/A | Jun 16, 2025 |
| 250 NORTH VERDUGO ROAD, LLC | ADP OF THE SNF | Organization | N/A | Jan 1, 2017 |
| CAMBRIDGE HEALTHCARE SERVICES LLC | ADP OF THE SNF | Organization | N/A | May 15, 2025 |
| HEALTHCARE SERVICES GROUP INC | ADP OF THE SNF | Organization | N/A | Jun 16, 2025 |
| PREFERRED BANK | ADP OF THE SNF | Organization | N/A | May 15, 2025 |
| BUTENKO, JULIE | ADP OF THE SNF | Individual | N/A | Jul 24, 2023 |
| CAPELA, HEIDI | ADP OF THE SNF | Individual | N/A | Apr 3, 2023 |
| DISPO, DUKE | ADP OF THE SNF | Individual | N/A | Aug 8, 2023 |
| GALFAIAN, ANAIT | ADP OF THE SNF | Individual | N/A | Jan 12, 2016 |
| HASSELL, LANCE | ADP OF THE SNF | Individual | N/A | Apr 25, 2022 |
| LUTZ, LINDA | ADP OF THE SNF | Individual | N/A | Feb 1, 2012 |
| MOORE, AMANDA | ADP OF THE SNF | Individual | N/A | May 8, 2023 |
| PAGES, LUIS | ADP OF THE SNF | Individual | N/A | Oct 7, 2024 |
| SALAZAR, PAULINA | ADP OF THE SNF | Individual | N/A | Dec 14, 2020 |
| WINTNER, JACOB | ADP OF THE SNF | Individual | N/A | Nov 18, 2015 |
Compare CMS ratings and recorded fines for Glendale Post Acute 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 32 facilities. View all →