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.
Del Amo Gardens Care Center is a 4-star Medicare and Medicaid certified nursing home in Torrance, California with 94 certified beds. It has been operating since 1997. Its overall CMS rating is 4 out of 5.
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.
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 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 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.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Set up an ongoing quality assessment and assurance group to review quality deficiencies and develop corrective plans of action.
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 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.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
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.
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.
Ensure each resident receives and the facility provides food prepared in a form designed to meet individual needs.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Provide sufficient support personnel to safely and effectively carry out the functions of the food and nutrition service.
+ 15 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, STEVEN | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | N/A | Oct 1, 2002 |
| WAUKE, BRENT | W-2 MANAGING EMPLOYEE | 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 | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Nov 19, 2012 |
Compare CMS ratings and recorded fines for Del Amo Gardens Care Center 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.