CMS data snapshot: July 2026
Facility results compared with averages for CMS-certified nursing homes in Illinois. 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.
Mado Healthcare - Uptown is a 1-star Medicare and Medicaid certified nursing home in Chicago, Illinois with 132 certified beds. It has been operating since 2019. Its overall CMS rating is 1 out of 5.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Provide care by qualified persons according to each resident's written plan of care.
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.
Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
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.
Make sure that a working call system is available in each resident's bathroom and bathing area.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
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.
Protect each resident from the wrongful use of the resident's belongings or money.
Develop and implement policies and procedures to prevent abuse, neglect, and theft.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Provide care and assistance to perform activities of daily living for any resident who is unable.
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.
Provide bedrooms that don't allow residents to see each other when privacy is needed.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
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.
+ 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 |
|---|---|---|---|---|
| BRIDGET STUMPF GIFT DESCENDANTS TRUST | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 16% | Nov 27, 2013 |
| CAITLIN O'BRIEN GIFT DESCENDANTS TRUST | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 6% | Nov 27, 2013 |
| CHARLES F STUMPF, JR. GIFT DESCENDANTS TRUST | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 16% | Nov 27, 2013 |
| MEGHAN O'BRIEN GIFT DESCENDANTS TRUST | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 6% | Nov 27, 2013 |
| PETER J O'BRIEN, SR GIFT DESCENDANTS TRUST | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 37% | Nov 23, 2013 |
| REENIE O'BRIEN GIFT DESCENDANTS TRUST | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 6% | Nov 27, 2013 |
| O'BRIEN, PETER | INDIRECT OWNERSHIP INTEREST | Individual | N/A | Nov 23, 2013 |
| O'BRIEN, PETER | CORPORATE DIRECTOR | Individual | N/A | Apr 1, 1991 |
| O'BRIEN, PETER | CORPORATE OFFICER | Individual | N/A | Nov 27, 2013 |
| GULLY, JACQUELINE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Dec 15, 2025 |
| SHAH, BHARAT | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Aug 5, 2003 |
| VILORIA, RENITH | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Feb 12, 2020 |
| BRIDGET STUMPF GIFT DESCENDANTS TRUST | ADP OF THE SNF | Organization | N/A | Nov 20, 2013 |
| CHARLES F STUMPF, JR. GIFT DESCENDANTS TRUST | ADP OF THE SNF | Organization | N/A | Nov 20, 2013 |
| GULLY, JACQUELINE | ADP OF THE SNF | Individual | N/A | Dec 15, 2025 |
| O'BRIEN, PETER | ADP OF THE SNF | Individual | N/A | Apr 1, 1991 |
| SHAH, BHARAT | ADP OF THE SNF | Individual | N/A | Aug 5, 2003 |
| VILORIA, RENITH | ADP OF THE SNF | Individual | N/A | Feb 12, 2020 |
Compare CMS ratings and recorded fines for Mado Healthcare - Uptown 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.