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.
University Post-Acute Rehab is a 5-star Medicare and Medicaid certified nursing home in Sacramento, California with 59 certified beds. It has been operating since 1987. Its overall CMS rating is 5 out of 5.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
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.
Ensure each resident receives and the facility provides food that accommodates resident allergies, intolerances, and preferences, as well as appealing options.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Ensure services provided by the nursing facility meet professional standards of quality.
Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
Ensure services provided by the nursing facility meet professional standards of quality.
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 voice grievances without discrimination or reprisal and the facility must establish a grievance policy and make prompt efforts to resolve grievances.
Ensure services provided by the nursing facility meet professional standards of quality.
Ensure residents do not lose the ability to perform activities of daily living unless there is a medical reason.
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.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Assess the resident completely in a timely manner when first admitted, and then periodically, at least every 12 months.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
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 that each resident’s assessment is updated at least once every 3 months.
Create and put into place a plan for meeting the resident's most immediate needs within 48 hours of being admitted
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 |
|---|---|---|---|---|
| ASSB, LLC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 100% | Jan 12, 2024 |
| BRADSHAW, PETER | INDIRECT OWNERSHIP INTEREST | Individual | N/A | Jan 12, 2024 |
| ELSNER, ERIC | INDIRECT OWNERSHIP INTEREST | Individual | N/A | Jan 12, 2024 |
| KIRKWOOD, JARED | INDIRECT OWNERSHIP INTEREST | Individual | N/A | Jan 12, 2024 |
| ORGILL, CRAIG | INDIRECT OWNERSHIP INTEREST | Individual | N/A | Jan 12, 2024 |
| PARTI, RAJESH | INDIRECT OWNERSHIP INTEREST | Individual | N/A | Jan 12, 2024 |
| PARTI, SHRUTY | INDIRECT OWNERSHIP INTEREST | Individual | N/A | Jan 1, 2023 |
| PAXMAN, MARCUS | INDIRECT OWNERSHIP INTEREST | Individual | N/A | Jan 12, 2024 |
| RAWE, COLTON | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jan 12, 2024 |
| ASSB, LLC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Jan 12, 2024 |
| BATALLA, AMEL | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 12, 2014 |
| PANTOVICH, JEREMY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 12, 2014 |
| RAWE, COLTON | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 12, 2024 |
| XIONG, GLEN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 12, 2024 |
| BRADSHAW, JEFFREY | INDIVIDUAL IS AN OWNER, PARTNER OR TRUSTEE OF ANY ADP OF THE SNF | Individual | N/A | Jan 9, 2026 |
| ASPEN HEALTHCARE SERVICES LLC | ADP OF THE SNF | Organization | N/A | Jan 12, 2024 |
| ASSB, LLC | ADP OF THE SNF | Organization | N/A | Jan 12, 2024 |
| SEQUOIA HEALTHCARE GROUP LLC | ADP OF THE SNF | Organization | N/A | Jan 12, 2024 |
| BATALLA, AMEL | ADP OF THE SNF | Individual | N/A | Jan 12, 2014 |
| BRADSHAW, JEFFREY | ADP OF THE SNF | Individual | N/A | Jan 12, 2024 |
| BRADY, VERN | ADP OF THE SNF | Individual | N/A | Jan 12, 2024 |
| CASE, RYAN | ADP OF THE SNF | Individual | N/A | Jan 12, 2024 |
| JURADO, FRANK | ADP OF THE SNF | Individual | N/A | Jan 12, 2024 |
| PANTOVICH, JEREMY | ADP OF THE SNF | Individual | N/A | Jan 12, 2014 |
| PAXMAN, MARCUS | ADP OF THE SNF | Individual | N/A | Jan 12, 2024 |
| RAWE, COLTON | ADP OF THE SNF | Individual | N/A | Jan 12, 2024 |
| XIONG, GLEN | ADP OF THE SNF | Individual | N/A | Jan 12, 2024 |
Compare CMS ratings and recorded fines for University Post-Acute Rehab 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 35 facilities. View all →