• CMS rates this facility 1/5 stars (below average)
• Has 136 certified beds with an average of 119.8 residents per day (88% occupancy)
• Last health inspection found 29 deficiencies (inspected Dec 4, 2025)
• Has been fined a total of $161,982 across 4 fine(s)
• Total nursing staff: 3.87 hours per resident per day
• Staff turnover rate: 44.6%
• Part of the Cambridge Healthcare Services chain (32 facilities)
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. The facility scored below average compared to California facilities.
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.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Provide enough nursing staff every day to meet the needs of every resident; and have a licensed nurse in charge on each shift.
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.
Provide enough food/fluids to maintain a resident's health.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
Reasonably accommodate the needs and preferences of each resident.
Honor the resident's right to organize and participate in resident/family groups in the facility.
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 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 for the safe, appropriate administration of IV fluids for a resident when needed.
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.
Dispose of garbage and refuse properly.
Provide and implement an infection prevention and control program.
Provide rooms that are at least 80 square feet per resident in multiple rooms and 100 square feet for single resident rooms.
Make sure that the nursing home area is safe, easy to use, clean and comfortable for residents, staff and the public.
+ 61 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 |
| BH ALLIANCE | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | 12% | Dec 31, 2020 |
| 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 |
| 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 |
| WINTNER, JACOB | CORPORATE OFFICER | Individual | N/A | Nov 18, 2015 |
This chain operates 32 facilities. View all →