• CMS rates this facility 2/5 stars (below average)
• Has 119 certified beds with an average of 79.3 residents per day (67% occupancy)
• Last health inspection found 7 deficiencies (inspected Dec 4, 2024)
• Has been fined a total of $61,796 across 1 fine(s)
• Total nursing staff: 4.46 hours per resident per day
Bartlesville Health and Rehabilitation Community is a 2-star Medicare and Medicaid certified nursing home in Bartlesville, Oklahoma with 119 certified beds. It has been operating since 1991. The facility scored below average compared to Oklahoma facilities.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
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 safe, appropriate dialysis care/services for a resident who requires such services.
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.
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.
Develop and implement policies and procedures to prevent abuse, neglect, and theft.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Respond appropriately to all alleged violations.
Honor the resident's right to request, refuse, and/or discontinue treatment, to participate in or refuse to participate in experimental research, and to formulate an advance directive.
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.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Try different approaches before using a bed rail. If a bed rail is needed, the facility must (1) assess a resident for safety risk; (2) review these risks and benefits with the resident/representative; (3) get informed consent; and (4) Correctly install and maintain the bed rail.
Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
Ensure each resident’s drug regimen must be free from unnecessary drugs.
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.
Provide timely, quality laboratory services/tests to meet the needs of residents.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Provide timely notification to the resident, and if applicable to the resident representative and ombudsman, before transfer or discharge, including appeal rights.
Notify the resident or the resident’s representative in writing how long the nursing home will hold the resident’s bed in cases of transfer to a hospital or therapeutic leave.
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.
Educate residents and staff on COVID-19 vaccination, offer the COVID-19 vaccine to eligible residents and staff after education, and properly document each resident and staff member's vaccination status.
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 |
|---|---|---|---|---|
| DOUT, ALEXANDER | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 50% | Nov 1, 2012 |
| WILKINS, TONY | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 50% | Nov 1, 2012 |
| BHRC LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | 100% | Nov 1, 2012 |
| DAVITO, WILLIAM | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 1, 2004 |
| DRIGGERS, MICHAEL | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 8, 2024 |
| FOWLER, TAMMY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 31, 2024 |
| HOLMES, LOGAN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Sep 1, 2025 |
| RUMSEY, KENNETH | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 1, 2024 |
| RYAN, KRISTEN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jun 28, 2010 |
| VACLAW, MICHAEL | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 1, 2004 |
| DOUT, ALEXANDER | CORPORATE OFFICER | Individual | N/A | Nov 1, 2012 |
| FOGLE, KIMBERLY | CORPORATE OFFICER | Individual | N/A | Apr 30, 2023 |
| WILKINS, TONY | CORPORATE OFFICER | Individual | N/A | Nov 1, 2012 |