• CMS rates this facility 3/5 stars (average)
• Has 76 certified beds with an average of 64.1 residents per day (84% occupancy)
• Last health inspection found 15 deficiencies (inspected Dec 18, 2025)
• No fines on record
• Total nursing staff: 4.53 hours per resident per day
• Staff turnover rate: 43.6%
Solheim Senior Community is a 3-star Medicare and Medicaid certified nursing home in Los Angeles, California with 76 certified beds. It has been operating since 1990. The facility scored at average compared to California facilities.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
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.
Provide care and assistance to perform activities of daily living for any resident who is unable.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Ensure food and drink is palatable, attractive, and at a safe and appetizing temperature.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Dispose of garbage and refuse properly.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
Provide and implement an infection prevention and control program.
Implement a program that monitors antibiotic use.
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.
Provide enough food/fluids to maintain a resident's health.
Provide safe and appropriate respiratory care for a resident when needed.
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 medication error rates are not 5 percent or greater.
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.
Provide and implement an infection prevention and control program.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
Ensure that residents are fully informed and understand their health status, care and treatments.
Reasonably accommodate the needs and preferences of each resident.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
Create and put into place a plan for meeting the resident's most immediate needs within 48 hours of being admitted
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
+ 8 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 |
|---|---|---|---|---|
| SOLHEIM LUTHERAN HOME | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Jun 25, 1966 |
| AUER, SUSAN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jun 11, 2023 |
| BOS, BRENDA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jun 5, 2022 |
| COX, THOMAS | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jun 9, 2024 |
| EGGE, PAUL | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jun 10, 2018 |
| GARCIA, FREDERICK | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jun 9, 2024 |
| JOHNSON, JOSEPH | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jun 9, 2024 |
| KILLIAN, CHARLES | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jun 11, 2023 |
| MAGARDORNYAN, EKIK | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jun 9, 2024 |
| MOHR, GARRY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jun 9, 2024 |
| NAVARRO, ADRIA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jun 5, 2022 |
| PIERCE, MEG | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Aug 24, 2020 |
| BOS, BRENDA | CORPORATE DIRECTOR | Individual | N/A | Jun 1, 2022 |
| EGGE, PAUL | CORPORATE DIRECTOR | Individual | N/A | Jun 1, 2022 |
| GERRINGER, ROBERT | CORPORATE DIRECTOR | Individual | N/A | Jul 1, 2021 |
| KALLMAN, KENNETH | CORPORATE DIRECTOR | Individual | N/A | Jun 1, 2021 |
| KEEDY, CL | CORPORATE DIRECTOR | Individual | N/A | Nov 1, 2020 |
| NAVARRO, ADRIA | CORPORATE DIRECTOR | Individual | N/A | Jun 1, 2022 |
| STARK, SUSAN | CORPORATE DIRECTOR | Individual | N/A | Oct 12, 2014 |
| ODEN, SAMUEL | CORPORATE OFFICER | Individual | N/A | Jan 1, 2020 |