• CMS rates this facility 1/5 stars (below average)
• Has 100 certified beds with an average of 68.1 residents per day (68% occupancy)
• Last health inspection found 21 deficiencies (inspected Sep 9, 2025)
• No fines on record
• Total nursing staff: 4.21 hours per resident per day
• Staff turnover rate: 46.4%
Oak Park Nursing and Rehab Center is a 1-star Medicare and Medicaid certified nursing home in Madison, Wisconsin with 100 certified beds. It has been operating since 1975. The facility scored below average compared to Wisconsin facilities.
Develop and implement policies and procedures to prevent abuse, neglect, and theft.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Respond appropriately to all alleged violations.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
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.
Honor the resident's right to voice grievances without discrimination or reprisal and the facility must establish a grievance policy and make prompt efforts to resolve grievances.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Respond appropriately to all alleged violations.
Provide the required documentation or notification related to the resident's needs, appeal rights, or bed-hold policies.
Ensure each resident receives an accurate assessment.
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.
Provide safe, appropriate dialysis care/services for a resident who requires such services.
Ensure medication error rates are not 5 percent or greater.
Ensure that residents are free from significant medication errors.
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.
Ensure food and drink is palatable, attractive, and at a safe and appetizing temperature.
Ensure meals and snacks are served at times in accordance with resident’s needs, preferences, and requests. Suitable and nourishing alternative meals and snacks must be provided for residents who want to eat at non-traditional times or outside of scheduled meal times.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Provide and implement an infection prevention and control program.
Develop and implement policies and procedures for flu and pneumonia vaccinations.
Ensure that residents are free from significant medication errors.
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.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
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.
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.
Provide and implement an infection prevention and control program.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
+ 8 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 |
|---|---|---|---|---|
| BERNSTEIN, GREGORY | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | N/A | Sep 29, 2006 |
| CHASE, BYRON | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 9% | Sep 29, 2006 |
| CHASE, THEODORE | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 14% | Sep 29, 2006 |
| FRANK, SCOTT | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 45% | Sep 29, 2006 |
| HALFORD, STEVEN | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 9% | Sep 29, 2006 |
| SADLER, DAVID | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 15% | Sep 29, 2006 |
| SADLER, ROBERT | GENERAL PARTNERSHIP INTEREST | Individual | N/A | Sep 29, 2006 |
| FRANK, SCOTT | W-2 MANAGING EMPLOYEE | Individual | N/A | Sep 29, 2006 |
| RAAB, JAMES | W-2 MANAGING EMPLOYEE | Individual | N/A | Feb 24, 2012 |