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.
Memorial Hospital of Gardena D/p SNF is a 4-star Medicare and Medicaid certified nursing home in Gardena, California with 69 certified beds. It has been operating since 1990. Its overall CMS rating is 4 out of 5.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Coordinate assessments with the pre-admission screening and resident review program; and referring for services as needed.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
Provide for the safe, appropriate administration of IV fluids for a resident when needed.
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.
Conduct and document a facility-wide assessment to determine what resources are necessary to care for residents competently during both day-to-day operations (including nights and weekends) and emergencies.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Provide enough nursing staff every day to meet the needs of every resident; and have a licensed nurse in charge on each shift.
Make sure that a working call system is available in each resident's bathroom and bathing area.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
Assess the resident completely in a timely manner when first admitted, and then periodically, at least every 12 months.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Provide safe, appropriate dialysis care/services for a resident who requires such services.
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 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.
+ 3 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 |
|---|---|---|---|---|
| AVANTI HEALTHCARE HOLDINGS LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | May 17, 2011 |
| AVANTI HOSPITAL HOLDINGS I LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | May 17, 2011 |
| AVANTI HOSPITALS LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | May 17, 2011 |
| DEERFIELD PRIVATE DESIGN FUND IV, LP | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Jan 28, 2019 |
| DFP OPCO, LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Jan 28, 2019 |
| HEALTHPLUS HOLDINGS LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Dec 13, 2006 |
| HOLLISTER HEALTH HOLDINGS LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Jan 28, 2019 |
| JPM PROPERTY HOLDINGS, LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Jan 28, 2019 |
| NLO PROPERTY HOLDINGS LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Jan 28, 2019 |
| PIPELINE HEALTH SYSTEM HOLDINGS, LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Jan 28, 2019 |
| PIPELINE HEALTH SYSTEM, LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Jan 28, 2019 |
| PIPELINE HOSPITAL HOLDINGS LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Jan 28, 2019 |
| BELL, MARK | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | N/A | Dec 31, 2008 |
| EDWARDS, IRV | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | N/A | Dec 31, 2008 |
| MACPHERSON, JAMES | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | N/A | Dec 31, 2008 |
| METCALFE, ROBERT | CONTRACTED MANAGING EMPLOYEE | Individual | N/A | Feb 26, 2020 |
| BELL, MARK | CORPORATE OFFICER | Individual | N/A | Jan 28, 2019 |
| GARDENA HOSPITAL MANAGEMENT, LLC | GENERAL PARTNERSHIP INTEREST | Organization | N/A | Jan 29, 1999 |
| HEALTHPLUS HOLDINGS LLC | LIMITED PARTNERSHIP INTEREST | Organization | N/A | Dec 13, 2006 |
Compare CMS ratings and recorded fines for Memorial Hospital of Gardena D/p SNF 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.