1551 E Tangerine Rd, Oro Valley, AZ 85755 · Pima County · (520) 901-6164
33 certified beds, about 29 residents a day · For profit - Corporation · Medicare and Medicaid since 2022
CMS Care Compare ratings, data as of September 1, 2026 · CCN 035301 · See it on Medicare.gov · Compare with other homes
At its most recent standard inspection, on May 14, 2026, inspectors cited 2 health deficiencies (the Arizona average is 6.4, the national average 9.2).
None of its 9 health citations since January 2023 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 5.57 hours per resident per day, against 3.98 across Arizona and 3.86 nationally. Registered nurses accounted for 1.07 of those hours.
40.8% of nursing staff left within the year CMS measured (Arizona average 45.1%).
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.
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 9 health citations on file.
Inspectors wroteBased on observations, staff interviews, and policy review the facility failed to ensure that medications were not left at bedside for 1 (Resident #32) out of 56 sampled residents. The deficient practice could lead to the medication being incorrectly administered or accidentally ingested by a resident.
Inspectors wroteBased on observations, staff interviews, and facility policy and procedure the facility failed to ensure that food items were stored, dated, labeled, and maintained at an appropriate temperature to prevent food borne illnesses in accordance with professional standards. The deficient practice could lead to food borne illnesses. The census was 33 residents.
Inspectors wroteBased on observations, staff interviews, and policy review, the facility failed to ensure proper food hygiene practices were maintained were maintained and kitchen equipment were in good repair. The deficient practice has the potential to cause foodborne illness.
Inspectors wroteBased on clinical record review, staff interviews, and review of policy, the facility failed to ensure two residents (#60 and #114) and/or their representatives were informed of the risks and benefits of psychotropic medications prior to administration. The sample size was 5. The deficient practice could result in residents and/or their representatives not being fully informed of the risks, benefits and alternatives to proposed treatment.
Inspectors wroteBased on clinical record review, staff interviews, and review of policy and procedure, the facility failed to ensure three of five residents (#60, #114 and #112) receiving psychotropic medications received consistent monitoring for behaviors and side effects. The facility census was 15. The deficient practice could result in unnecessary medication use and adverse side effects.
Inspectors wroteBased on clinical record review, staff interviews, and review of policy, the facility failed to ensure that three residents' (#9, #2) Minimum Data Set (MDS) assessments were complete and accurately documented the residents condition. The sample size was 8. The deficient practice could result in an inaccurate/insufficient assessment.
Inspectors wroteBased on clinical record review and staff interviews, the facility failed to ensure one resident (#9) and/or the resident's representative was notified in writing of the transfer/discharge and the reasons for the move in writing, and failed to send a copy of the notice to the Office of the State Long Term Care Ombudsman. The sample size was 8. The deficient practice could result in the resident/resident representative and/or the Ombudsman not being informed of the transfer/discharge
Inspectors wroteBased on clinical record review, staff interviews, facility policy and the Minimum Data Set (MDS) 3.0 Resident Assessment Instrument (RAI) manual, the facility failed to ensure that resident's comprehensive assessment was completed accurately and/or in a timely manner for 2 residents (#61,2). The deficient practice could result in additional MDS assessments that do not accurately reflect residents' status and could result in data that is not accurate for quality monitoring.
Inspectors wroteBased on clinical record review, staff interviews, and review of policy and procedure, the facility failed to develop a complete baseline care plan that included the instructions needed to provide effective and person-centered care for one resident (#60 ). The sample size was 8. The deficient practice could result in resident care needs not being met.
1 fire safety citation on file: 1 on May 14, 2026.
CMS lists no fines or payment denials against this home in the last three years. The national average is 0.9 fines per home.
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 | Arizona | United States |
|---|---|---|---|
| All nursing staff (RN, LPN and aides) | 5.57 | 3.98 | 3.86 |
| Registered nurses | 1.07 | 0.70 | 0.69 |
| All nursing staff on weekends | 5.15 | 3.51 | 3.42 |
| Nurse aides | 2.12 | ||
| Licensed practical nurses | 2.38 | ||
| Nursing staff turnover (share who left in a year) | 40.8% | 45.1% | 45.8% |
| Registered nurse turnover | 50.0% | 43.6% | 42.9% |
| Administrators who left | 0 |
CMS expects 3.49 hours a day for residents as sick as this home's (its case-mix figure). The staffing star compares the two.
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 5.74 on weekdays and 5.15 on weekends, 10% 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 5.48 in April to June 2025 to 5.57 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 | 5.57 | 1.07 | 5.74 | 5.15 | 0.0% | 0 of 90 | 29 |
| Oct to Dec 2025 | 5.62 | 1.37 | 5.91 | 4.88 | 0.0% | 0 of 92 | 30 |
| Jul to Sep 2025 | 5.64 | 1.24 | 5.82 | 5.17 | 1.1% | 0 of 92 | 30 |
| Apr to Jun 2025 | 5.48 | 1.28 | 5.80 | 4.68 | 1.2% | 0 of 91 | 29 |
| United States, Jan to Mar 2026 | 3.75 | 0.62 | 3.92 | 3.33 | 5.3% | 0.5% of days | |
| Arizona, Jan to Mar 2026 | 3.87 | 0.63 | 4.05 | 3.43 | 3.3% | 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.
Staff pay reports
No staff pay figure for this home has passed review yet. A figure appears only after at least 5 reports from at least 3 different people, sent over at least 60 days, have passed review.
| Job | Median | Middle half | Employed |
|---|---|---|---|
| Arizona, all employers | |||
| CNAs (nursing assistants) | $21.53 | $18.43 to $22.42 | 20,320 |
| LPNs and LVNs | $37.05 | $32.10 to $39.36 | 6,530 |
| Registered nurses | $47.84 | $39.33 to $52.20 | 73,150 |
| United States, nursing care facilities | |||
| CNAs (nursing assistants) | $20.67 | $17.91 to $22.55 | 534,270 |
| LPNs and LVNs | $33.86 | $30.05 to $37.40 | 188,210 |
| Registered nurses | $41.11 | $37.85 to $47.68 | 142,270 |
Hourly wages; the middle half runs from the 25th to the 75th percentile. Source: U.S. Bureau of Labor Statistics, Occupational Employment and Wage Statistics, May 2025. BLS has no separate estimate for medication aides. These are survey estimates for whole occupations, not figures for any one home.
The measures CMS uses for the quality star. Lower is better for every one of them.
| Measure | This home | Arizona | US |
|---|---|---|---|
| Percentage of short-stay residents who newly received an antipsychotic medication Short Stay residents, 2025Q2-2026Q1 | 0.3 | 1.2 | 1.6 |
| Percentage of short-stay residents who were rehospitalized after a nursing home admission Short Stay residents, 20250101-20251231 | 27.9 | 23.7 | 23.8 |
| Percentage of short-stay residents who had an outpatient emergency department visit Short Stay residents, 20250101-20251231 | 11.5 | 10.4 | 12.0 |
For a stay to recover after a hospital visit, these are the results CMS publishes for Skilled Nursing Unit at Oro Valley Hospital's Medicare short-stay residents. On returning residents home or to the community, CMS rates it better than the national rate (73.1% of residents, after adjusting for how sick they were). How to read these, and what Medicare pays for.
73.1% this home
Better than the national rate
US median of homes 51.5% · Arizona: 74 better, 1 worse
Rate of successful return to home or community from a SNF (risk-standardized discharge to community rate). Higher is better. October 2022 to September 2024. 347 eligible stays.
10.7% this home
No different from the national rate
US median of homes 10.7% · Arizona: 4 better, 1 worse
Rate of potentially preventable hospital readmissions 30 days after discharge from a SNF (risk-standardized rate). Lower is better. October 2022 to September 2024. 388 eligible stays.
4.7% this home
No different from the national rate
US median of homes 7.1% · Arizona: 6 better, 1 worse
Percentage of infections residents got during their SNF stay that resulted in hospitalization (risk-standardized rate). Lower is better. October 2023 to September 2024. 230 eligible stays.
55.1% this home
Median of homes: Arizona69.9% · US 56.6%
Percentage of residents who are at or above an expected ability to care for themselves and move around at discharge. Higher is better. October 2024 to September 2025. 236 residents counted.
0.3% this home
Median of homes: Arizona0.0% · US 0.0%
Percentage of SNF residents who experience one or more falls with major injury during their SNF stay. Lower is better. October 2024 to September 2025. 289 residents counted.
1.1% this home
Median of homes: Arizona0.6% · US 1.7%
Percentage of residents with pressure ulcers or pressure injuries that are new or worsened (adjusted rate). Lower is better. October 2024 to September 2025. 289 residents counted.
98.6% this home
Median of homes: Arizona95.1% · US 98.7%
Percentage of residents where the SNF provided a current medication list to the resident, family, and/or caregiver at final discharge. Higher is better. October 2024 to September 2025. 70 residents counted.
Source: CMS Skilled Nursing Facility Quality Reporting Program - Provider Data, released 2026-09-30. Better, no different and worse are CMS's own comparisons with the national rate, after adjusting for how sick residents were. Medians of homes and the state counts are worked out by us from the same file.
Legal business name: ORO VALLEY HOSPITAL LLC.
| Name | Role | Type | Share | Since |
|---|---|---|---|---|
| Nov Holdings, LLC | 5% or greater direct ownership interest | Organization | 100% | 08/08/2021 |
| Chs Community Health Systems Inc | 5% or greater indirect ownership interest | Organization | 08/08/2021 | |
| Community Health Systems Inc | 5% or greater indirect ownership interest | Organization | 07/26/2007 | |
| Desert Hospital Holdings LLC | 5% or greater indirect ownership interest | Organization | 08/08/2021 | |
| Hma-Tri Holdings LLC | 5% or greater indirect ownership interest | Organization | 08/08/2021 | |
| Tennyson Holdings LLC | 5% or greater indirect ownership interest | Organization | 08/08/2021 | |
| Triad Healthcare LLC | 5% or greater indirect ownership interest | Organization | 08/08/2021 | |
| Triad Holdings V LLC | 5% or greater indirect ownership interest | Organization | 08/08/2021 | |
| Buffington-Price, Edna | Corporate director | Individual | 03/01/2022 | |
| Hammons, Kevin | Corporate director | Individual | 08/08/2021 | |
| Lalor, Paula | Corporate director | Individual | 08/08/2021 | |
| Pitt, Justin | Corporate director | Individual | 03/01/2022 | |
| Cash, William | Corporate officer | Individual | 08/08/2021 | |
| Cobb, Christopher | Corporate officer | Individual | 08/08/2020 | |
| Hammons, Kevin | Corporate officer | Individual | 08/08/2021 | |
| Johnson, Jason | Corporate officer | Individual | 08/08/2021 | |
| Ottinger, Roman | Corporate officer | Individual | 08/08/2021 | |
| Pitt, Justin | Corporate officer | Individual | 03/01/2022 | |
| Runyon, Erica | Operational/managerial control | Individual | 03/20/2023 | |
| Wadleigh, John | Operational/managerial control | Individual | 09/01/2017 | |
| Runyon, Erica | Adp of the SNF | Individual | 02/06/2025 | |
| Wadleigh, John | Adp of the SNF | Individual | 02/06/2025 |
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.
Chosen from this home's own inspection record.
These are the official offices in Arizona. NursingHomeClear cannot take or act on complaints.