• CMS rates this facility 1/5 stars (below average)
• Has 300 certified beds with an average of 289.6 residents per day (97% occupancy)
• Last health inspection found 44 deficiencies (inspected Jan 10, 2025)
• Has been fined a total of $184,989 across 2 fine(s)
• Total nursing staff: 4.35 hours per resident per day
• Staff turnover rate: 48.1%
• Part of the Aspen Skilled Healthcare chain (32 facilities)
Kei-Ai Los Angeles Healthcare Center is a 1-star Medicare and Medicaid certified nursing home in Los Angeles, California with 300 certified beds. It has been operating since 1990. The facility scored below average compared to California facilities.
Ensure services provided by the nursing facility meet professional standards of quality.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
Ensure that each resident is free from the use of physical restraints, unless needed for medical treatment.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Provide and implement an infection prevention and control program.
Ensure that residents are fully informed and understand their health status, care and treatments.
Ensure the transfer/discharge meets the resident's needs/preferences and that the resident is prepared for a safe transfer/discharge.
Give the resident's representative the ability to exercise the resident's rights.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Provide and implement an infection prevention and control program.
Ensure services provided by the nursing facility meet professional standards of quality.
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.
Make sure that a working call system is available in each resident's bathroom and bathing area.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Provide basic life support, including CPR, prior to the arrival of emergency medical personnel , subject to physician orders and the resident’s advance directives.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Provide timely, quality laboratory services/tests to meet the needs of residents.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Ensure services provided by the nursing facility meet professional standards of quality.
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.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
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.
Ensure each resident receives an accurate 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 activities to meet all resident's needs.
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.
+ 107 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 |
|---|---|---|---|---|
| ALAL LLC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 100% | Jan 9, 2015 |
| ASPEN SKILLED HEALTHCARE INC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Jan 9, 2015 |
| BRADSHAW, JEFFREY | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | N/A | Jan 9, 2015 |
| BRADY, VERN | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | N/A | Jan 9, 2015 |
| CASE, RYAN | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | N/A | Jan 9, 2015 |
| ALAL LLC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Apr 21, 2016 |
| CASLMON, TIMOTHY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2023 |
| COLLINS, MICHAEL | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Nov 18, 2024 |
| HEAP, JAMES | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Feb 16, 2025 |
| MA, LISA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 1, 2001 |
| THOMPSON, STEPHEN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2023 |
| ASPEN SKILLED HEALTHCARE INC | 5% OR GREATER MORTGAGE INTEREST | Organization | N/A | May 4, 2021 |
This chain operates 32 facilities. View all →