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.
North Park Post-Acute is a 4-star Medicare and Medicaid certified nursing home in Tracy, California with 99 certified beds. It has been operating since 1987. Its overall CMS rating is 4 out of 5.
Ensure that residents are fully informed and understand their health status, care and treatments.
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.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
Assess the resident completely in a timely manner when first admitted, and then periodically, at least every 12 months.
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.
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 that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Not transfer or discharge a resident without an adequate reason; and must provide documentation and convey specific information when a resident is transferred or discharged.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
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.
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.
Create and put into place a plan for meeting the resident's most immediate needs within 48 hours of being admitted
Obtain a doctor's order to admit a resident and ensure the resident is under a doctor's care.
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.
Develop and implement policies and procedures for flu and pneumonia vaccinations.
Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
Not transfer or discharge a resident without an adequate reason; and must provide documentation and convey specific information when a resident is transferred or discharged.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
+ 14 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 |
|---|---|---|---|---|
| ATBA, LLC | DIRECT OWNERSHIP INTEREST | Organization | N/A | Nov 3, 2021 |
| SEQUOIA HEALTHCARE GROUP LLC | INDIRECT OWNERSHIP INTEREST | Organization | N/A | Jan 1, 2023 |
| BRADSHAW, JEFFREY | INDIRECT OWNERSHIP INTEREST | Individual | N/A | Nov 3, 2021 |
| BRADSHAW, PETER | INDIRECT OWNERSHIP INTEREST | Individual | N/A | Jul 7, 2023 |
| BRADY, VERN | INDIRECT OWNERSHIP INTEREST | Individual | N/A | Nov 3, 2021 |
| CASE, RYAN | INDIRECT OWNERSHIP INTEREST | Individual | N/A | Nov 3, 2021 |
| ELSNER, ERIC | INDIRECT OWNERSHIP INTEREST | Individual | N/A | Nov 3, 2021 |
| KIRKWOOD, JARED | INDIRECT OWNERSHIP INTEREST | Individual | N/A | Nov 3, 2021 |
| ORGILL, CRAIG | INDIRECT OWNERSHIP INTEREST | Individual | N/A | Nov 3, 2021 |
| PARTI, RAJESH | INDIRECT OWNERSHIP INTEREST | Individual | N/A | Nov 3, 2021 |
| PARTI, SHRUTY | INDIRECT OWNERSHIP INTEREST | Individual | N/A | Nov 3, 2021 |
| PAXMAN, MARCUS | INDIRECT OWNERSHIP INTEREST | Individual | N/A | Apr 1, 2022 |
| RAWE, COLTON | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jan 1, 2023 |
| ATBA, LLC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Nov 3, 2021 |
| CONCHA, DESIREE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Aug 23, 2021 |
| HOWARD, TANNER | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 3, 2022 |
| PATEL, PRANJALKUMAR | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2021 |
| RAWE, COLTON | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2023 |
| BRADSHAW, JEFFREY | INDIVIDUAL IS AN OWNER, PARTNER OR TRUSTEE OF ANY ADP OF THE SNF | Individual | N/A | Nov 26, 2025 |
| ASPEN HEALTHCARE SERVICES LLC | ADP OF THE SNF | Organization | N/A | Jan 1, 2023 |
| ATBA, LLC | ADP OF THE SNF | Organization | N/A | Nov 3, 2021 |
| EAST WEST BANK | ADP OF THE SNF | Organization | N/A | Nov 3, 2021 |
| MOSS ADAMS LLP | ADP OF THE SNF | Organization | N/A | Nov 3, 2021 |
| SEQUOIA HEALTHCARE GROUP LLC | ADP OF THE SNF | Organization | N/A | Jan 1, 2023 |
| WELLS FARGO BANK, NATIONAL ASSOCIATION | ADP OF THE SNF | Organization | N/A | Nov 3, 2021 |
| BRADSHAW, JEFFREY | ADP OF THE SNF | Individual | N/A | Jan 1, 2023 |
| BRADY, VERN | ADP OF THE SNF | Individual | N/A | Jan 1, 2023 |
| CASE, RYAN | ADP OF THE SNF | Individual | N/A | Jan 1, 2023 |
| CONCHA, DESIREE | ADP OF THE SNF | Individual | N/A | Aug 23, 2021 |
| HOWARD, TANNER | ADP OF THE SNF | Individual | N/A | Oct 3, 2022 |
| JURADO, FRANK | ADP OF THE SNF | Individual | N/A | Jan 1, 2023 |
| PATEL, PRANJALKUMAR | ADP OF THE SNF | Individual | N/A | Jan 1, 2021 |
| PAXMAN, MARCUS | ADP OF THE SNF | Individual | N/A | Jan 1, 2023 |
| RAWE, COLTON | ADP OF THE SNF | Individual | N/A | Jan 1, 2023 |
Compare CMS ratings and recorded fines for North Park Post-Acute 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.
This chain operates 35 facilities. View all →