Home / California / Petaluma
Petaluma Post-Acute Rehabilitation
1115 B Street, Petaluma, CA 94952 · Sonoma County · (707) 765-3030
90 certified beds, about 78 residents a day · For profit - Limited Liability company · Medicare and Medicaid since 1969
CMS Care Compare ratings, data as of September 1, 2026 · CCN 056072 · See it on Medicare.gov · Compare with other homes
The record in brief
At its most recent standard inspection, on December 19, 2025, inspectors cited 4 health deficiencies (the California average is 15.6, the national average 9.2).
None of its 16 health citations since March 2022 was rated as actual harm or immediate jeopardy.
CMS lists no fines against this home in the last three years.
Nurses and nurse aides worked 4.22 hours per resident per day, against 4.52 across California and 3.86 nationally. Registered nurses accounted for 1.11 of those hours.
31.4% of nursing staff left within the year CMS measured (California average 36.7%).
CMS links it to Aspen Skilled Healthcare, an affiliated group of 35 nursing homes.
Health inspections
Federal rules call for a standard inspection at least every 15 months, plus a visit whenever a complaint is filed. Each mark below is one citation, colored by how serious inspectors rated it. How to read a citation.
Under each citation, the quoted text is the inspector's own summary from the federal statement of deficiencies (CMS form 2567), word for word apart from a privacy scrub; CMS removes residents' and staff names before it publishes the text. The full notes are on Medicare.gov.
Where its citations fall on CMS's grid
CMS rates every citation by how much harm it caused (rows) and how many residents it touched (columns). The count in each box is this home's, across all 16 health citations on file.
December 19, 2025Standard inspection · 4 citations
- E Assist a resident in gaining access to vision and hearing services.
Inspectors wroteBased on observation, interview and record review, the facility failed to ensure two of two residents (Resident 36 and Resident 92) had access to devices needed for sensory impairment when,1. Resident 36 reported broken glasses, needed for distance, on admission, and the glasses remained unaddressed a month later. And,2. Resident 92 reported needing hearing aids to hear people clearly, on admission, and Social Services did not respond to his request. This failure affected both residents' ability to actively engage in their care, their overall functionality, and their sense of well-being.
- E 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.
Inspectors wroteBased on observation, interview and record review, the facility failed to ensure safe medication labeling and storage practices were followed when,1. A loose Lantus Solostar Insulin Pen (A disposable prefilled injection device for long-acting insulin administration for diabetic residents) was found in the medication refrigerator with no label, no resident name, no instructions, no open date. And,2. Medication tablets and pills intended for wasting, were collected and filled in an unlabeled urine specimen cup that was stored inside a medication cart. These failures had the potential to contribute to unsafe medication use and administration and medication diversion.
- E Provide and implement an infection prevention and control program.
Inspectors wroteBased on observation, interview, and record review, the facility failed to ensure infection control procedures were followed for two of two Residents (Resident 62 and Resident 64), when Licensed Nurse 1(LN 1) did not disinfect the blood pressure cuff between use on these residents. This failure had the potential to spread infection between residents.
- D Provide the required documentation or notification related to the resident's needs, appeal rights, or bed-hold policies.
Inspectors wroteThe facility failed to ensure the Ombudsman (A government official who advocates for residents directly with the facility to resolve concerns and complaints) was notified, when one Resident (Sampled Resident #83) was transferred to the hospital. This failure had the potential to deny protection to Resident #83 from being inappropriately transferred or discharged and to have access to an advocate who could inform them of their options and rights.
March 12, 2025Complaint inspection · 1 citation
- D Plan the resident's discharge to meet the resident's goals and needs.
Inspectors wroteBased on interviews and record reviews, the facility failed to implement an effective discharge planning process for one resident (Resident 1) of three sampled residents when Resident 1 and his family member were not trained on how to administer Resident 1's enteral nutrition formula (liquid nutrition) using Resident 1's gastrostomy tube (G-tube, a surgical opening fitted with a device to allow feedings to be administered directly to the stomach common for people with swallowing problems) and Resident 1's feeding pump (used to deliver the enteral nutrition) had not been delivered to Resident 1's residence upon his discharge. [...]
December 19, 2024Standard inspection · 2 citations
- D Allow residents to self-administer drugs if determined clinically appropriate.
Inspectors wroteBased on observation, interview, record review, facility policy review, the facility failed to complete an assessment to determine if a resident was able to self-administer their medication(s) for 1 (Resident #52) of 18 sampled residents.
- D Provide and implement an infection prevention and control program.
Inspectors wroteBased on observation, interview, record review, and facility policy review, the facility failed to ensure staff wore a gown and gloves when they provided incontinence care to 2 (Resident #34 and Resident #66) of 18 sampled residents.
March 11, 2022Standard inspection · 9 citations
- E Honor the resident's right to receive visitors of his or her choosing, at the time of his or her choosing.
Inspectors wroteBased on observation, interview and record review, the facility failed to ensure residents could receive visitors outside of regular working hours for one (Resident 64) of 17 sampled residents. This failure did not ensure Resident 64's rights, and had the potential to negatively affect residents' psychosocial outcomes due to restricted visitation of families and friends who may want to visit and cheer-up residents in the morning or evening, outside of business hours.
- E Provide activities to meet all resident's needs.
Inspectors wroteBased upon observation, interview and record review the facility failed to provide individualized activities for three of 17 sampled residents (Resident 43, 58, and 64). This deficient practice had the potential to affect the quality of life of residents by placing them at risk of sensory deprivation and decreased cognitive functioning.
- E Provide and implement an infection prevention and control program.
Inspectors wroteBased on observation, interview and record review, the facility failed to follow the Infection Control Policy for 2 of 17 residents (Residents 14 and 33) when: 1. The Infection Preventionist (IP) did not perform hand hygiene between concluding a wound care and treatment for one resident (Resident 14) and touching doorknobs inside the resident's room. In 7/2021, Resident 14's wound became colonized with an infection caused Methicillin-resistant Staphylococcus aureus (MRSA, a strain of bacteria resistant to certain antibiotics and spread by contact with infected people, surfaces, or things that carry the bacteria); 2. Resident 33 exhibited potential symptoms of C. Diff. (a healthcare-associated infection causing loose stools) but the facility delayed implementation of its infection surveillance policy. [...]
- D Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Inspectors wroteBased on observation, interview and record review the facility failed to care plan (care plans provide communication among nurses, their residents and other healthcare providers to achieve health care outcomes) its continued use of a position change alarm (an audible alarm that alerts staff the resident is getting up, and that should be used only when medically necessary and with intermittent reevaluation for continued use) for for 1 of 17 sampled residents (Resident 28). Resident 28 was known to remove the clip connected to the alarm. The failure to care plan resulted in the position change alarm constantly in use, and had the potential to diminish Resident 28's psychosocial well-being.
- D Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Inspectors wroteBased on interview and record review the facility failed to revise a care plan with updated interventions for one (Resident 64) of 17 sampled residents, when facility staff reviewed the nutritional care plan but did not document new interventions to manage resident 64's continued weight loss. This failure resulted in Resident 64 suffering significant weight loss within one month.
- D Plan the resident's discharge to meet the resident's goals and needs.
Inspectors wroteBased on interview and record review, the facility failed to adopt a discharge care plan that identified nutritional needs for one (Resident 64) of 17 sampled residents, when the facility's discharge plan for Resident 64 did not address weight loss and how to stabilize or gain weight. This failure had the potential to cause Resident 64 further weight loss and fatigue.
- D Provide enough food/fluids to maintain a resident's health.
Inspectors wroteBased on observation, interview and record review the facility failed maintain acceptable nutrition for one (Resident 64) of 17 sampled residents. This resulted in Resident 64 suffering a significant weight loss within one month of admission, which effected her overall health and well-being.
- D Ensure each resident must receive and the facility must provide necessary behavioral health care and services.
Inspectors wroteBased on observation, interview and record review, the facility failed to provide necessary behavioral health care and services for 1 out of 17 residents (Resident 50), when facility staff failed to facilitate the resident's referral for psychological services and evaluation. This failure resulted on Resident 50 showing increased anxious behavior and receiving a new medication to address her anxiety, and did not ensure services to attain or maintain the highest practicable physical, mental, and psychosocial well-being
- D Ensure each resident’s drug regimen must be free from unnecessary drugs.
Inspectors wroteBased on observation, interview, and record review, the facility failed to ensure the drug regimen for one of 17 residents (Resident 33) was free from unnecessary drugs, when facility staff administered laxitive medication to Resident 33 when the resident had loose bowel movements, contrary to physician order. This failure resulted in Resident 33 receiving medication that was not clinically indicated, which had the potential to cause unnecessary discomfort and stress to the gastrointestinal (GI) tract, and delay diagnosis for the cause of the GI resident's distress.
Fire safety inspections
20 fire safety citations on file: 5 on December 19, 2025, 5 on December 19, 2024, 10 on March 11, 2022.
Every fire safety citation20 citations
- F Have approved installation, maintenance and testing program for fire alarm systems.
- F Have a battery powered remote alarm panel in a location accessible by operating personnel.
- F Have generator or other power source capable of supplying service within 10 seconds.
- D Install corridor and hallway doors that block smoke.
- D Meet requirements for the use of electrical equipment.
- F Have approved installation, maintenance and testing program for fire alarm systems.
- F Have a battery powered remote alarm panel in a location accessible by operating personnel.
- F Have generator or other power source capable of supplying service within 10 seconds.
- D Install emergency lighting that can last at least 1 1/2 hours.
- D Install corridor and hallway doors that block smoke.
- E Install corridor and hallway doors that block smoke.
- E Install smoke barrier doors that can resist smoke for at least 20 minutes.
- D Establish roles under a Waiver declared by secretary.
- D Have properly located and lighted "Exit" signs.
- D Install a fire alarm system that can be heard throughout the facility.
- D Have a complete alarm system manually initiated and initiated by fire sprinkler system connection.
- D Have an alternate power supply for its alarm system.
- D Properly select, install, inspect, or maintain portable fire extinguishes.
- D Ensure proper usage of power strips and extension cords.
- D Have proper medical gas storage and administration areas.
Fines and payment denials
CMS lists no fines or payment denials against this home in the last three years. The national average is 0.9 fines per home.
Staffing
Hours of care per resident per day, from the payroll records every home sends CMS. Higher means more staff time with each resident.
| Measure | This home | California | United States |
|---|---|---|---|
| All nursing staff (RN, LPN and aides) | 4.22 | 4.52 | 3.86 |
| Registered nurses | 1.11 | 0.67 | 0.69 |
| All nursing staff on weekends | 4.04 | 4.09 | 3.42 |
| Nurse aides | 2.63 | ||
| Licensed practical nurses | 0.48 | ||
| Nursing staff turnover (share who left in a year) | 31.4% | 36.7% | 45.8% |
| Registered nurse turnover | 35.0% | 38.1% | 42.9% |
| Administrators who left | 0 |
CMS expects 3.40 hours a day for residents as sick as this home's (its case-mix figure). The staffing star compares the two.
Staffing by quarter, from daily payroll records
Every nursing home sends CMS its staff hours for each day (the Payroll Based Journal). Here they are added up by quarter. The latest quarter is the one behind the figures above. In January to March 2026, nursing staff hours per resident were 4.30 on weekdays and 4.04 on weekends, 6% lower on weekends (nationally, weekends ran 15% lower). Contract or agency staff worked 0.0% of nursing hours, against 5.3% nationally. Total nursing hours per resident went from 4.20 in April to June 2025 to 4.22 in January to March 2026.
| Quarter | All nursing staff | Registered nurses | Weekdays | Weekends | Contract staff share | Days with no RN hours | Residents a day |
|---|---|---|---|---|---|---|---|
| Jan to Mar 2026 | 4.22 | 1.11 | 4.30 | 4.04 | 0.0% | 0 of 90 | 78 |
| Oct to Dec 2025 | 4.09 | 1.10 | 4.15 | 3.92 | 0.0% | 0 of 92 | 78 |
| Jul to Sep 2025 | 4.14 | 1.03 | 4.24 | 3.88 | 0.0% | 0 of 92 | 78 |
| Apr to Jun 2025 | 4.20 | 0.98 | 4.32 | 3.89 | 0.0% | 0 of 91 | 79 |
| United States, Jan to Mar 2026 | 3.75 | 0.62 | 3.92 | 3.33 | 5.3% | 0.5% of days | |
| California, Jan to Mar 2026 | 4.36 | 0.59 | 4.52 | 3.97 | 2.3% | 0.5% of days |
Hours per resident per day: staff hours in the quarter divided by resident days (the daily census CMS derives from resident assessments). Registered nurses include the director of nursing and RNs with administrative duties; aides include nurse aides in training and medication aides, as in CMS's own staffing measure. How these are calculated.
Quality measures
The measures CMS uses for the quality star. Lower is better for every one of them.
| Measure | This home | California | US |
|---|---|---|---|
| Percentage of long-stay residents whose need for help with daily activities has increased Long Stay residents, 2025Q2-2026Q1 | 3.5 | 10.3 | 13.9 |
| Percentage of long-stay residents with a catheter inserted and left in their bladder Long Stay residents, 2025Q2-2026Q1 | 0.0 | 0.8 | 0.8 |
| Percentage of long-stay residents with a urinary tract infection Long Stay residents, 2025Q2-2026Q1 | 0.0 | 1.2 | 1.6 |
| Percentage of long-stay residents experiencing one or more falls with major injury Long Stay residents, 2025Q2-2026Q1 | 0.5 | 1.6 | 3.2 |
| Percentage of short-stay residents who newly received an antipsychotic medication Short Stay residents, 2025Q2-2026Q1 | 0.0 | 1.4 | 1.6 |
| Percentage of long-stay residents whose ability to walk independently worsened Long Stay residents, 2025Q2-2026Q1 | 9.0 | 9.8 | 14.1 |
| Percentage of long-stay residents with pressure ulcers Long Stay residents, 2025Q2-2026Q1 | 0.0 | 4.3 | 4.6 |
| Percentage of long-stay residents who received an antipsychotic medication Long Stay residents, 2025Q2-2026Q1 | 7.5 | 12.0 | 15.4 |
| Percentage of short-stay residents who were rehospitalized after a nursing home admission Short Stay residents, 20250101-20251231 | 18.2 | 22.9 | 23.8 |
| Percentage of short-stay residents who had an outpatient emergency department visit Short Stay residents, 20250101-20251231 | 6.8 | 11.2 | 12.0 |
| Number of hospitalizations per 1000 long-stay resident days Long Stay residents, 20250101-20251231 | 1.0 | 2.3 | 1.9 |
| Number of outpatient emergency department visits per 1000 long-stay resident days Long Stay residents, 20250101-20251231 | 0.3 | 1.6 | 1.8 |
Owners and operators
Legal business name: APTB, LLC. CMS links this home to Aspen Skilled Healthcare, a group of 35 nursing homes averaging 3.7 stars overall.
| Name | Role | Type | Share | Since |
|---|---|---|---|---|
| Aptb, LLC | 5% or greater direct ownership interest | Organization | 100% | 06/25/2019 |
| Bradshaw, Peter | Indirect ownership interest | Individual | 07/07/2023 | |
| Elsner, Eric | Indirect ownership interest | Individual | 06/25/2019 | |
| Kirkwood, Jared | Indirect ownership interest | Individual | 06/25/2019 | |
| Orgill, Craig | Indirect ownership interest | Individual | 06/25/2019 | |
| Parti, Rajesh | Indirect ownership interest | Individual | 06/25/2019 | |
| Parti, Shruty | Indirect ownership interest | Individual | 06/25/2019 | |
| Paxman, Marcus | Indirect ownership interest | Individual | 04/01/2022 | |
| Rawe, Colton | Corporate officer | Individual | 01/01/2023 | |
| Aptb, LLC | Operational/managerial control | Organization | 06/25/2019 | |
| Kraft, Shirley | Operational/managerial control | Individual | 11/01/2018 | |
| McLaughlin, Haley | Operational/managerial control | Individual | 11/20/2020 | |
| Ranadive, Rajina | Operational/managerial control | Individual | 11/01/2018 | |
| Rawe, Colton | Operational/managerial control | Individual | 01/01/2023 | |
| Bradshaw, Jeffrey | Individual is an owner, partner or trustee of any ADP of the SNF | Individual | 04/08/2026 | |
| Aptb, LLC | Adp of the SNF | Organization | 06/25/2019 | |
| Aspen Healthcare Services LLC | Adp of the SNF | Organization | 01/01/2023 | |
| East West Bank | Adp of the SNF | Organization | 06/25/2019 | |
| Moss Adams LLP | Adp of the SNF | Organization | 06/25/2019 | |
| Sequoia Healthcare Group LLC | Adp of the SNF | Organization | 01/01/2023 | |
| Wells Fargo Bank, National Association | Adp of the SNF | Organization | 06/25/2019 | |
| Yanke Petaluma Property, LLC | Adp of the SNF | Organization | 05/12/2025 | |
| Bradshaw, Jeffrey | Adp of the SNF | Individual | 01/01/2023 | |
| Brady, Vern | Adp of the SNF | Individual | 01/01/2023 | |
| Case, Ryan | Adp of the SNF | Individual | 01/01/2023 | |
| Jurado, Frank | Adp of the SNF | Individual | 01/01/2023 | |
| Kraft, Shirley | Adp of the SNF | Individual | 11/01/2018 | |
| McLaughlin, Haley | Adp of the SNF | Individual | 11/20/2020 | |
| Paxman, Marcus | Adp of the SNF | Individual | 01/01/2023 | |
| Ranadive, Rajina | Adp of the SNF | Individual | 11/01/2018 | |
| Rawe, Colton | Adp of the SNF | Individual | 01/01/2023 |
As listed in the CMS ownership file, which names owners with a 5% or greater stake and the people and companies with operational or managerial control.
Questions to ask on a visit
Chosen from this home's own inspection record.
- How do you prevent falls and pressure injuries, and how are families told when one happens?Inspectors cited 4 problems in this area, most recently on December 19, 2025: "Assist a resident in gaining access to vision and hearing services."
- When is the care plan meeting, and can family attend it?Inspectors cited 4 problems in this area, most recently on March 12, 2025: "Plan the resident's discharge to meet the resident's goals and needs."
- What changed in infection control since the last inspection, and who on staff is the infection preventionist?Inspectors cited 3 problems in this area, most recently on December 19, 2025: "Provide and implement an infection prevention and control program."
- How do residents and families raise a complaint or grievance, and how fast is it answered?Inspectors cited 3 problems in this area, most recently on December 19, 2025: "Provide the required documentation or notification related to the resident's needs, appeal rights, or bed-hold policies."
- Who is on the floor on Saturday and Sunday, and how many residents does each aide care for?Weekend nurse staffing here was 4.04 hours per resident per day, below the California average of 4.09.
Other nursing homes nearby
- Hillcrest Post Acute Petaluma, 0 mi · 4 of 5 stars · 30 citations
- Ridgeway Post Acute Petaluma, 0.1 mi · 2 of 5 stars · 61 citations
- North Bay Post Acute Petaluma, 0.7 mi · 1 of 5 stars · 87 citations
- Vineyard Post Acute Petaluma, 2.5 mi · 3 of 5 stars · 47 citations
- Novato Healthcare Center Novato, 9.5 mi · 1 of 5 stars · 106 citations
- Valley of the Moon Post Acute Sonoma, 10.8 mi · 3 of 5 stars · 13 citations
- Broadway Villa Post Acute Sonoma, 11 mi · 5 of 5 stars · 33 citations
- Sonoma Post Acute Sonoma, 11.3 mi · 4 of 5 stars · 42 citations
California contacts for a concern about a nursing home
These are the official offices in California. NursingHomeClear cannot take or act on complaints.
- Inspections and complaints: California Department of Public Health, Center for Health Care Quality, Licensing and Certification Program, the state agency that inspects nursing homes for CMS and takes complaints about care.
- Resident advocate: California Long-Term Care Ombudsman Program, 1-800-231-4024. The long-term care ombudsman is a free, confidential advocate for residents and families, set up under the federal Older Americans Act.
- State inspection reports: Cal Health Find, where California publishes its own records on licensed homes.
Common questions
- What is Petaluma Post-Acute Rehabilitation's Medicare star rating?
- CMS rates Petaluma Post-Acute Rehabilitation 5 out of 5 stars overall, with 5 for health inspections, 5 for staffing and 5 for quality measures (CMS data as of September 1, 2026).
- How many deficiencies did Petaluma Post-Acute Rehabilitation get at its last inspection?
- 4 health deficiencies at the standard inspection on December 19, 2025. The California average is 15.6.
- Has Petaluma Post-Acute Rehabilitation been fined?
- CMS lists no fines in the last three years.
- Does Petaluma Post-Acute Rehabilitation accept Medicaid?
- It is certified to take Medicaid (CMS lists it as "Medicare and Medicaid"). Certification does not mean a Medicaid bed is open: ask the admissions office.
- Who owns Petaluma Post-Acute Rehabilitation?
- CMS lists 31 owners and managers, and links the home to Aspen Skilled Healthcare. Legal business name: APTB, LLC.
Sources
- Ratings, staffing and fines: CMS Provider Information, released September 30, 2026, data as of September 1, 2026.
- Citations: CMS Health Deficiencies and Fire Safety Deficiencies.
- Owners: CMS Ownership. Penalties: CMS Penalties.
- Staffing by quarter: CMS Payroll Based Journal Daily Nurse Staffing, April 2025 to March 2026, summed by NursingHomeClear.
- Inspector summaries: CMS Full Statement of Deficiencies (CMS-2567 text), data as of September 1, 2026. Each quote is the part of the statement before the detailed findings.
- Inspection reports with the inspectors' full notes are on this home's Medicare.gov page.
- Something wrong on this page? Ask for a correction. We fix errors in our copy of the data; findings themselves can only be changed by CMS and the state.
- NursingHomeClear is independent and not affiliated with CMS, Medicare or any state agency. This page reports federal records; it does not rate, recommend or endorse any home, and it is not medical or legal advice.