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Data from CMS, Census Bureau & CareScout. Not affiliated with the U.S. government.

© 2026 NursingHomes.us. All data from CMS.gov.
HomeCaliforniaOroville Hospital Post-Acute Center

Oroville Hospital Post-Acute Center

1000 Executive Parkway, Oroville, CA 959665305337335
1/5Much Below Average
Accepts Medicare Accepts Medicaid Sprinkler System
Health
1/5
Staffing
4/5
Quality
2/5
Beds
126
certified
This facility has been flagged for abuse.
1 fine(s) totaling $45,500

Key Findings

• CMS rates this facility 1/5 stars (below average)

• Has 126 certified beds with an average of 106.6 residents per day (85% occupancy)

• Last health inspection found 30 deficiencies (inspected Dec 18, 2024)

• Has been fined a total of $45,500 across 1 fine(s)

• Total nursing staff: 5.06 hours per resident per day

• Staff turnover rate: 36.4%

Oroville Hospital Post-Acute Center is a 1-star Medicare and Medicaid certified nursing home in Oroville, California with 126 certified beds. It has been operating since 1987. The facility scored below average compared to California facilities.

Beds
126
Avg Residents/Day
106.6
Ownership
Non profit - Other
Provider Type
Medicare and Medicaid
In Hospital
Yes
First Approved
Sep 11, 1987
Sprinklers
Yes
Council
Resident
County
Butte
Last Inspection
Dec 18, 2024
Deficiencies (Cycle 1)
30
Weighted Score
166.8
Infection Citations
0

Deficiency Citations (46)

F0600Potential for Harm

Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.

Survey: Aug 14, 2025Corrected: NoCycle: 1
F0656Potential for Harm

Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.

Survey: Apr 22, 2025Corrected: NoCycle: 1
F0585Potential for Harm

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.

Survey: Dec 18, 2024Corrected: NoCycle: 1
F0623Potential for Harm

Provide timely notification to the resident, and if applicable to the resident representative and ombudsman, before transfer or discharge, including appeal rights.

Survey: Dec 18, 2024Corrected: NoCycle: 1
F0625Potential for Harm

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.

Survey: Dec 18, 2024Corrected: NoCycle: 1
F0636Potential for Harm

Assess the resident completely in a timely manner when first admitted, and then periodically, at least every 12 months.

Survey: Dec 18, 2024Corrected: NoCycle: 1
F0638Potential for Harm

Assure that each resident’s assessment is updated at least once every 3 months.

Survey: Dec 18, 2024Corrected: NoCycle: 1
F0645Potential for Harm

PASARR screening for Mental disorders or Intellectual Disabilities

Survey: Dec 18, 2024Corrected: NoCycle: 1
F0656Potential for Harm

Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.

Survey: Dec 18, 2024Corrected: NoCycle: 1
F0658Potential for Harm

Ensure services provided by the nursing facility meet professional standards of quality.

Survey: Dec 18, 2024Corrected: NoCycle: 1
F0677Potential for Harm

Provide care and assistance to perform activities of daily living for any resident who is unable.

Survey: Dec 18, 2024Corrected: NoCycle: 1
F0684Potential for Harm

Provide appropriate treatment and care according to orders, resident’s preferences and goals.

Survey: Dec 18, 2024Corrected: NoCycle: 1
F0690Potential for Harm

Provide appropriate care for residents who are continent or incontinent of bowel/bladder, appropriate catheter care, and appropriate care to prevent urinary tract infections.

Survey: Dec 18, 2024Corrected: NoCycle: 1
F0692Potential for Harm

Provide enough food/fluids to maintain a resident's health.

Survey: Dec 18, 2024Corrected: NoCycle: 1
F0755Potential for Harm

Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.

Survey: Dec 18, 2024Corrected: NoCycle: 1
F0758Potential for Harm

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.

Survey: Dec 18, 2024Corrected: NoCycle: 1
F0759Potential for Harm

Ensure medication error rates are not 5 percent or greater.

Survey: Dec 18, 2024Corrected: NoCycle: 1
F0761Potential for Harm

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.

Survey: Dec 18, 2024Corrected: NoCycle: 1
F0801Potential for Harm

Employ sufficient staff with the appropriate competencies and skills sets to carry out the functions of the food and nutrition service, including a qualified dietician.

Survey: Dec 18, 2024Corrected: NoCycle: 1
F0802Potential for Harm

Provide sufficient support personnel to safely and effectively carry out the functions of the food and nutrition service.

Survey: Dec 18, 2024Corrected: NoCycle: 1
F0803Potential for Harm

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.

Survey: Dec 18, 2024Corrected: NoCycle: 1
F0804Potential for Harm

Ensure food and drink is palatable, attractive, and at a safe and appetizing temperature.

Survey: Dec 18, 2024Corrected: NoCycle: 1
F0805Potential for Harm

Ensure each resident receives and the facility provides food prepared in a form designed to meet individual needs.

Survey: Dec 18, 2024Corrected: NoCycle: 1
F0812Potential for Harm

Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.

Survey: Dec 18, 2024Corrected: NoCycle: 1
F0813Potential for Harm

Have a policy regarding use and storage of foods brought to residents by family and other visitors.

Survey: Dec 18, 2024Corrected: NoCycle: 1
F0847Potential for Harm

Inform resident or representatives choice to enter into binding arbitration agreement and right to refuse.

Survey: Dec 18, 2024Corrected: NoCycle: 1
F0865Potential for Harm

Have a plan that describes the process for conducting QAPI and QAA activities.

Survey: Dec 18, 2024Corrected: NoCycle: 1
F0867Potential for Harm

Set up an ongoing quality assessment and assurance group to review quality deficiencies and develop corrective plans of action.

Survey: Dec 18, 2024Corrected: NoCycle: 1
F0880Potential for Harm

Provide and implement an infection prevention and control program.

Survey: Dec 18, 2024Corrected: NoCycle: 1
F0925Potential for Harm

Make sure there is a pest control program to prevent/deal with mice, insects, or other pests.

Survey: Dec 18, 2024Corrected: NoCycle: 1

+ 16 more deficiencies

Total Fines
$45,500
Number of Fines
1
Payment Denials
1
Total Penalties
2

Penalty History

FineJul 23, 2024
$45,500
Payment DenialJul 23, 2024
21 days denied

Staffing hours per resident per day. The black line shows the national average.

Nurse Aide2.98 hrs
National avg: 2.35 hrs
LPN1.48 hrs
National avg: 0.86 hrs
RN0.60 hrs
National avg: 0.68 hrs
Total Nursing5.06 hrs
National avg: 3.89 hrs
Weekend Total4.37 hrs
National avg: 0.00 hrs
Physical Therapist0.11 hrs
National avg: 0.07 hrs
Total Turnover
36.4%
RN Turnover
18.8%
Administrators Left
0

Quality measures as percentages of residents. Lower is better for all measures.

Ownership Type
Non profit - Other
Recent Change
No

Owners & Managers (8)

NameRoleTypeOwnership %Since
OROVILLE HOSPITALOPERATIONAL/MANAGERIAL CONTROLOrganizationN/AJan 1, 2019
SEAMAN, LAURENCEOPERATIONAL/MANAGERIAL CONTROLIndividualN/AJun 27, 2014
WENTZ, ROBERTOPERATIONAL/MANAGERIAL CONTROLIndividualN/AMar 1, 2004
WENTZ, ROBERTCORPORATE DIRECTORIndividualN/AMar 1, 2004
BAZZANI, MATTHEWCORPORATE OFFICERIndividualN/AMay 27, 2014
DUNCAN, COLLEENCORPORATE OFFICERIndividualN/AJan 31, 2020
SHANNON, ROYCORPORATE OFFICERIndividualN/AJun 27, 2014
WENTZ, ROBERTCORPORATE OFFICERIndividualN/AMar 1, 2004

Nearby Nursing Homes

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Feather River Care Center

Oroville, CA · 50 beds

For profit$59,794 in finesAbuse
Health
Staffing
Quality
36 ft

Country Crest Post-Acute

Oroville, CA · 59 beds

For profit
Health
Staffing
Quality
1.3 mi

Frequently Asked Questions

What is the CMS rating for Oroville Hospital Post-Acute Center?▾
Oroville Hospital Post-Acute Center has an overall CMS rating of 1 out of 5 stars, with a health inspection rating of 1/5, staffing rating of 4/5, and quality measures rating of 2/5. This facility is rated below average.
Has Oroville Hospital Post-Acute Center had any health inspection violations?▾
Oroville Hospital Post-Acute Center had 30 deficiency citations in its most recent health inspection (Dec 18, 2024). The facility has been fined a total of $45,500 across 1 fine(s).
What are the staffing levels at Oroville Hospital Post-Acute Center?▾
Oroville Hospital Post-Acute Center provides 5.06 total nursing staff hours per resident per day, including 0.60 RN hours, 1.48 LPN hours, and 2.98 nurse aide hours. The total staff turnover rate is 36.4%.
How many beds does Oroville Hospital Post-Acute Center have?▾
Oroville Hospital Post-Acute Center has 126 certified beds with an average of 106.6 residents per day, resulting in approximately 85% occupancy. The facility is Non profit - Other owned.
Are there other nursing homes near Oroville Hospital Post-Acute Center?▾
Yes, there are 2 other nursing homes in Oroville, California with an average rating of 1.7/5. You can compare all facilities on the Oroville nursing homes page.