• CMS rates this facility 1/5 stars (below average)
• Has 299 certified beds with an average of 234 residents per day (78% occupancy)
• Last health inspection found 35 deficiencies (inspected Feb 15, 2025)
• Has been fined a total of $226,528 across 6 fine(s)
• Total nursing staff: 5.06 hours per resident per day
• Staff turnover rate: 57.0% (high)
Sunnyside Nursing Center is a 1-star Medicare and Medicaid certified nursing home in Torrance, California with 299 certified beds. It has been operating since 1974. The facility scored below average compared to California facilities.
Honor the resident's right to be treated with respect and dignity and to retain and use personal possessions.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Reasonably accommodate the needs and preferences of each resident.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Have a plan that describes the process for conducting QAPI and QAA activities.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
Provide appropriate care for residents who are continent or incontinent of bowel/bladder, appropriate catheter care, and appropriate care to prevent urinary tract infections.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
Provide or get specialized rehabilitative services as required for a resident.
Provide and implement an infection prevention and control program.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Honor the resident's right to voice grievances without discrimination or reprisal and the facility must establish a grievance policy and make prompt efforts to resolve grievances.
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.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
Coordinate assessments with the pre-admission screening and resident review program; and referring for services as needed.
Ensure services provided by the nursing facility meet professional standards of quality.
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 medication error rates are not 5 percent or greater.
Ensure that residents are free from significant medication errors.
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.
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.
Set up an ongoing quality assessment and assurance group to review quality deficiencies and develop corrective plans of action.
+ 57 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 |
|---|---|---|---|---|
| FAMILY HEALTH & HOUSING FOUNDATION | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 100% | Mar 1, 2001 |
| FAMILY HEALTH & HOUSING FOUNDATION | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Mar 1, 2001 |
| QUALITY HEALTH SERVICES CORPORATION | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Mar 1, 2001 |
| REHAB ALLIANCE | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Jan 1, 2020 |
| ABAGAT, CHRISTIAN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 26, 2024 |
| ADALLA, LIBERTY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Dec 3, 2024 |
| BAVILSKI, KEREN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Aug 18, 2021 |
| BOYCE, SURENA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Aug 17, 2012 |
| BRODSKY, MAXIM | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 1, 2021 |
| BUCHMAN, AVI | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2017 |
| BUCHMAN, CARY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 1, 2001 |
| BUCHMAN, MICHAEL | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2017 |
| BUCHMAN, MINDY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2017 |
| CLEMONS, GINA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 1, 2001 |
| CONDE, ELIZABETH | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Dec 3, 2024 |
| DE CASTRO, MILDRED | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Apr 29, 2024 |
| EL SAYAD, NABIL | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 1, 2010 |
| ESTRADA, EDGARD | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 22, 2024 |
| GAN-EL, DAN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 16, 2007 |
| HOFFMAN, ASHER | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 10, 2018 |
| LEWIS, JACKLIN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 1, 2017 |
| LINGHU, STEVEN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 6, 2021 |
| LYONS, BEN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Apr 23, 2020 |
| MARK, ARI | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Dec 13, 2012 |
| MILLER, KATHLEEN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 26, 2021 |
| NELSON, CARL | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 1, 2020 |
| PLATT, JOSHUA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Dec 13, 2012 |
| REYES, AUDRIANA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 2, 2023 |
| RICO, JOHNNY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Sep 24, 2013 |
| WILLIAMS, DRENAKA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 14, 2023 |
| WILLIAMS, ELIZABETH | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 16, 2014 |
| BAVILSKI, KEREN | CORPORATE DIRECTOR | Individual | N/A | Aug 18, 2021 |
| HOFFMAN, ASHER | CORPORATE DIRECTOR | Individual | N/A | Jan 25, 2019 |
| MARK, ARI | CORPORATE DIRECTOR | Individual | N/A | Dec 13, 2012 |
| PLATT, JOSHUA | CORPORATE DIRECTOR | Individual | N/A | Dec 13, 2012 |
| BAVILSKI, KEREN | CORPORATE OFFICER | Individual | N/A | Aug 18, 2021 |
| MARK, ARI | CORPORATE OFFICER | Individual | N/A | Dec 13, 2012 |
| PLATT, JOSHUA | CORPORATE OFFICER | Individual | N/A | Dec 13, 2012 |
| FAMILY HEALTH & HOUSING FOUNDATION | 5% OR GREATER MORTGAGE INTEREST | Organization | N/A | Mar 1, 2001 |