CMS data snapshot: July 2026
• CMS rates this facility 2/5 stars (below average)
• Google users rate it 4.5/5 based on 161 reviews
• Has 254 certified beds with an average of 170.5 residents per day (67% occupancy)
• Last health inspection found 9 deficiencies (inspected Apr 11, 2025)
• Has been fined a total of $344,195 across 4 fine(s)
• Total nursing staff: 3.70 hours per resident per day
• Staff turnover rate: 25.2%
• Part of the Elevate Care chain (14 facilities)
Cost data: Genworth/CareScout Cost of Care Survey (2024). Demographics: U.S. Census Bureau ACS (2022).
Elevate Care Regency is a 2-star Medicare and Medicaid certified nursing home in Niles, Illinois with 254 certified beds. It has been operating since 1972. The facility scored below average compared to Illinois facilities.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Provide timely, approved x-ray services, or have an agreement with an approved provider to obtain them.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
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.
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.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Ensure residents do not lose the ability to perform activities of daily living unless there is a medical reason.
Ensure that feeding tubes are not used unless there is a medical reason and the resident agrees; and provide appropriate care for a resident with a feeding tube.
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.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Provide safe, appropriate pain management for a resident who requires such services.
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 and the facility must promote and facilitate resident self-determination through support of resident choice.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Ensure services provided by the nursing facility meet professional standards of quality.
Provide appropriate care for residents who are continent or incontinent of bowel/bladder, appropriate catheter care, and appropriate care to prevent urinary tract infections.
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 |
|---|---|---|---|---|
| BARRISH GROUP LIMITED PARTNERSHIP | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 12% | May 30, 2008 |
| RALPH GESUALDO CHILDRENS TRUST | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 12% | May 30, 2008 |
| BARRISH, BRYAN | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 12% | May 27, 2008 |
| GESUALDO, RALPH | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 12% | May 27, 2008 |
| GIANNINI, MICHAEL | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 10% | May 27, 2008 |
| SALGADO, SUDDY | W-2 MANAGING EMPLOYEE | Individual | N/A | Sep 1, 2021 |
| BERGTHOLD, LOUISE | CORPORATE OFFICER | Individual | N/A | Oct 1, 2009 |
| WINTER, THOMAS | CORPORATE OFFICER | Individual | N/A | May 27, 2008 |
| ATIED ASSOCIATES LLC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Jan 1, 2014 |
| BARRISH GROUP LIMITED PARTNERSHIP | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | May 30, 2008 |
| BRADLOR MANAGEMENT, INC. | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | May 30, 2008 |
| BRYSSON CARE | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | May 30, 2008 |
| GENERATIONS HC NETWORK | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | May 30, 2008 |
| RALPH GESUALDO CHILDRENS TRUST | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | May 30, 2008 |
This chain operates 14 facilities. View all →