CMS data snapshot: July 2026
Facility results compared with averages for CMS-certified nursing homes in Wisconsin. 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.
Jewish Home and Care Center is a 1-star Medicare and Medicaid certified nursing home in Milwaukee, Wisconsin with 102 certified beds. It has been operating since 1967. Its overall CMS rating is 1 out of 5.
Honor the resident's right to request, refuse, and/or discontinue treatment, to participate in or refuse to participate in experimental research, and to formulate an advance directive.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Ensure each resident receives and the facility provides food that accommodates resident allergies, intolerances, and preferences, as well as appealing options.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Develop and implement policies and procedures for flu and pneumonia vaccinations.
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.
Prevent the use of unnecessary psychotropic medications or use medications that may restrain a resident's ability to function.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Provide the required documentation or notification related to the resident's needs, appeal rights, or bed-hold policies.
Create and put into place a plan for meeting the resident's most immediate needs within 48 hours of being admitted
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Provide safe, appropriate pain management for a resident who requires such services.
Provide care or services that was trauma informed and/or culturally competent.
Ensure food and drink is palatable, attractive, and at a safe and appetizing temperature.
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.
Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
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.
Arrange for the provision of hospice services or assist the resident in transferring to a facility that will arrange for the provision of hospice services.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
+ 3 more deficiencies
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 |
|---|---|---|---|---|
| JEWISH HOME AND CARE CENTER, INC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 100% | Nov 30, 2006 |
| FRANK, JAY | CORPORATE DIRECTOR | Individual | N/A | Jul 1, 2019 |
| STINSON, GARY | CORPORATE DIRECTOR | Individual | N/A | Mar 11, 2024 |
| SILVERMAN, MICHAEL | CORPORATE OFFICER | Individual | N/A | Jan 2, 2023 |
| JEWISH HOME AND CARE CENTER, INC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Nov 30, 2006 |
| FRANK, JAY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 1, 2019 |
| MATEO, RAUL | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 31, 2017 |
| SILVERMAN, MICHAEL | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 2, 2023 |
| STINSON, GARY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 11, 2024 |
| MATEO, RAUL | ADP OF THE SNF | Individual | N/A | May 31, 2017 |
| SILVERMAN, MICHAEL | ADP OF THE SNF | Individual | N/A | Mar 1, 2025 |
| STINSON, GARY | ADP OF THE SNF | Individual | N/A | Mar 11, 2024 |
Compare CMS ratings and recorded fines for Jewish Home and Care Center 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.