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.
Downey Community Health Center is a 2-star Medicare and Medicaid certified nursing home in Downey, California with 198 certified beds. It has been operating since 1980. Its overall CMS rating is 2 out of 5.
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.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Designate a qualified infection preventionist to be responsible for the infection prevent and control program in the nursing home.
Give their staff education on dementia care, and what abuse, neglect, and exploitation are; and how to report abuse, neglect, and exploitation.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Inform resident or representatives choice to enter into binding arbitration agreement and right to refuse.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
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 care and assistance to perform activities of daily living for any resident who is unable.
Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
Have a policy regarding use and storage of foods brought to residents by family and other visitors.
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.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
Ensure services provided by the nursing facility meet professional standards of quality.
Permit a resident to return to the nursing home after hospitalization or therapeutic leave that exceeds bed-hold policy.
Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
Implement gradual dose reductions(GDR) and non-pharmacological interventions, unless contraindicated, prior to initiating or instead of continuing psychotropic medication; and PRN orders for psychotropic medications are only used when the medication is necessary and PRN use is limited.
Ensure food and drink is palatable, attractive, and at a safe and appetizing temperature.
+ 41 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 |
|---|---|---|---|---|
| DILLER FAMILY TRUST | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | N/A | Apr 1, 2010 |
| FRANKEL FAMILY TRUST | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | N/A | Apr 1, 2010 |
| LEAH ROSENBAUM FAMILY 2008 GRANTOR TRUST | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | N/A | Aug 15, 2008 |
| LTC INVESTORS D-BW, LLC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | N/A | Apr 1, 2010 |
| LTC INVESTORS D-HJ LLC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | N/A | Apr 1, 2010 |
| WDW JOINT VENTURE | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | N/A | Mar 24, 1980 |
| ROSENBAUM, LEAH | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | N/A | Aug 15, 2008 |
| ROSENBERG, SHERYL | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | N/A | Jan 5, 2012 |
| WEISS, BARRY | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | N/A | Sep 18, 2013 |
| ROSENBERG, SHERYL | 5% OR GREATER MORTGAGE INTEREST | Individual | N/A | Jan 5, 2012 |
| WEISS, BARRY | 5% OR GREATER MORTGAGE INTEREST | Individual | N/A | Sep 18, 2013 |
| COBERLY, RICHARD | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Aug 1, 2008 |
| ROSENBERG, SHERYL | GENERAL PARTNERSHIP INTEREST | Individual | N/A | Jan 5, 2012 |
| WEISS, BARRY | GENERAL PARTNERSHIP INTEREST | Individual | N/A | Sep 18, 2013 |
Compare CMS ratings and recorded fines for Downey Community Health 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.