CMS data snapshot: July 2026
Facility results compared with averages for CMS-certified nursing homes in Georgia. 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.
Spalding Post Acute LLC is a 1-star Medicare and Medicaid certified nursing home in Griffin, Georgia with 148 certified beds. It has been operating since 1993. Its overall CMS rating is 1 out of 5.
Allow residents to self-administer drugs if determined clinically appropriate.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Protect each resident from the wrongful use of the resident's belongings or money.
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 that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
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.
Assure the security of all personal funds of residents deposited with the facility.
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 a dignified existence, self-determination, communication, and to exercise his or her rights.
Allow residents to self-administer drugs if determined clinically appropriate.
Develop and implement policies and procedures to prevent abuse, neglect, and theft.
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 residents who are continent or incontinent of bowel/bladder, appropriate catheter care, and appropriate care to prevent urinary tract infections.
Provide timely notification to the resident, and if applicable to the resident representative and ombudsman, before transfer or discharge, including appeal rights.
Properly hold, secure, and manage each resident's personal money which is deposited with the nursing home.
Honor the resident's right to voice grievances without discrimination or reprisal and the facility must establish a grievance policy and make prompt efforts to resolve grievances.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Develop and implement policies and procedures to prevent abuse, neglect, and theft.
Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
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.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Provide care and assistance to perform activities of daily living for any resident who is unable.
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.
+ 1 more deficiencies
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 |
|---|---|---|---|---|
| ELEVATION HOLDINGS GEORGIA LLC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 100% | May 1, 2023 |
| ELEVATION HEALTHCARE LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | May 1, 2023 |
| FUNK, KENNETH | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | N/A | May 1, 2023 |
| FUNK, DANIEL | CORPORATE OFFICER | Individual | N/A | May 1, 2023 |
| FUNK, KENNETH | CORPORATE OFFICER | Individual | N/A | May 1, 2023 |
| LINDSEY, JACOB | CORPORATE OFFICER | Individual | N/A | Jul 1, 2025 |
| SMITH, STERLING | CORPORATE OFFICER | Individual | N/A | Jul 19, 2024 |
| ELEVATION HEALTHCARE LLC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | May 1, 2023 |
| ANDERSON-DUNKLEY, CHRISTINE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 18, 2024 |
| CARTER, ASHLEY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Feb 7, 2023 |
| EASON, SHEREE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 12, 2025 |
| FUNK, DANIEL | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 1, 2023 |
| FUNK, KENNETH | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 1, 2023 |
| FUNK, MATTHEW | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 1, 2023 |
| HALE, JEFFEREY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 8, 2024 |
| KANAGALA, VAMSI | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 1, 2024 |
| LEDOUX, TONIA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 17, 2023 |
| LINDSEY, JACOB | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 1, 2025 |
| MORGAN, JENNIFER | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Feb 22, 2023 |
| REVELL, MELISSA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 30, 2023 |
| ROBINSON, PATRICIA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Dec 1, 2020 |
| ROMERO, PATRICA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 1, 2025 |
| SANTANGELO, MICHELLE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 1, 2023 |
| SMITH, STERLING | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 19, 2024 |
| SOLOMON, JAMILLA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 15, 2023 |
| STARRETT, NATASHA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Aug 2, 2022 |
| ELEVATION HEALTHCARE LLC | ADP OF THE SNF | Organization | N/A | Oct 7, 2025 |
| ANDERSON-DUNKLEY, CHRISTINE | ADP OF THE SNF | Individual | N/A | Mar 18, 2024 |
| CARTER, ASHLEY | ADP OF THE SNF | Individual | N/A | Feb 7, 2023 |
| EASON, SHEREE | ADP OF THE SNF | Individual | N/A | May 12, 2025 |
| FUNK, DANIEL | ADP OF THE SNF | Individual | N/A | May 1, 2023 |
| FUNK, KENNETH | ADP OF THE SNF | Individual | N/A | May 1, 2023 |
| FUNK, MATTHEW | ADP OF THE SNF | Individual | N/A | May 1, 2023 |
| HALE, JEFFEREY | ADP OF THE SNF | Individual | N/A | Jan 8, 2024 |
| KANAGALA, VAMSI | ADP OF THE SNF | Individual | N/A | May 1, 2024 |
| LEDOUX, TONIA | ADP OF THE SNF | Individual | N/A | Oct 17, 2023 |
| LINDSEY, JACOB | ADP OF THE SNF | Individual | N/A | Jul 1, 2025 |
| MORGAN, JENNIFER | ADP OF THE SNF | Individual | N/A | Feb 22, 2023 |
| REVELL, MELISSA | ADP OF THE SNF | Individual | N/A | May 30, 2023 |
| ROBINSON, PATRICIA | ADP OF THE SNF | Individual | N/A | Dec 1, 2020 |
| ROMERO, PATRICA | ADP OF THE SNF | Individual | N/A | Mar 1, 2025 |
| SANTANGELO, MICHELLE | ADP OF THE SNF | Individual | N/A | May 1, 2023 |
| SMITH, STERLING | ADP OF THE SNF | Individual | N/A | Jul 19, 2024 |
| SOLOMON, JAMILLA | ADP OF THE SNF | Individual | N/A | May 15, 2023 |
| STARRETT, NATASHA | ADP OF THE SNF | Individual | N/A | Aug 2, 2022 |
Compare CMS ratings and recorded fines for Spalding Post Acute LLC 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 5 facilities. View all →