• CMS rates this facility 2/5 stars (below average)
• Has 94 certified beds with an average of 72.1 residents per day (77% occupancy)
• Last health inspection found 19 deficiencies (inspected Nov 23, 2024)
• Has been fined a total of $8,018 across 1 fine(s)
• Total nursing staff: 4.41 hours per resident per day
• Staff turnover rate: 35.1%
Del Amo Gardens Care Center is a 2-star Medicare and Medicaid certified nursing home in Torrance, California with 94 certified beds. It has been operating since 1997. The facility scored below average compared to California facilities.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Keep residents' personal and medical records private and confidential.
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.
Assess the resident when there is a significant change in condition
Ensure each resident receives an accurate assessment.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
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.
Ensure that nurses and nurse aides have the appropriate competencies to care for every resident in a way that maximizes each resident's well being.
Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
Ensure medication error rates are not 5 percent or greater.
Ensure menus must meet the nutritional needs of residents, be prepared in advance, be followed, be updated, be reviewed by dietician, and meet the needs of the resident.
Ensure each resident receives and the facility provides food prepared in a form designed to meet individual needs.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
Set up an ongoing quality assessment and assurance group to review quality deficiencies and develop corrective plans of action.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
Ensure that each resident is free from the use of physical restraints, unless needed for medical treatment.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Ensure services provided by the nursing facility meet professional standards of quality.
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.
Ensure each resident’s drug regimen must be free from unnecessary drugs.
Ensure medication error rates are not 5 percent or greater.
Provide or obtain dental services for each resident.
Provide sufficient support personnel to safely and effectively carry out the functions of the food and nutrition service.
Ensure menus must meet the nutritional needs of residents, be prepared in advance, be followed, be updated, be reviewed by dietician, and meet the needs of the resident.
+ 17 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 |
|---|---|---|---|---|
| YOEL WEISS EXEMPT TRUST UNDER THE YOEL WEISS FAMILY 2008 GRANTOR TRUST | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | N/A | Aug 20, 2008 |
| JACOBS, HARRY | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | N/A | Oct 1, 2002 |
| WEISS, JOEL | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | N/A | Aug 20, 2008 |
| WEISS, REBECCA | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | N/A | Oct 1, 2002 |
| WEISS, STEVEN | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | N/A | Oct 1, 2002 |
| WAUKE, BRENT | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Nov 19, 2012 |
| WAUKE, BRENT | CORPORATE DIRECTOR | Individual | N/A | Nov 19, 2012 |
| WEISS, BARRY | CORPORATE DIRECTOR | Individual | N/A | Jan 16, 2004 |
| WAUKE, BRENT | W-2 MANAGING EMPLOYEE | Individual | N/A | Nov 19, 2012 |