• CMS rates this facility 2/5 stars (below average)
• Has 70 certified beds with an average of 58.7 residents per day (84% occupancy)
• Last health inspection found 7 deficiencies (inspected Feb 8, 2024)
• Has been fined a total of $14,991 across 1 fine(s)
• Total nursing staff: 3.42 hours per resident per day
• Staff turnover rate: 37.0%
Carriage Inn of Cadiz INC is a 2-star Medicare and Medicaid certified nursing home in Cadiz, Ohio with 70 certified beds. It has been operating since 1976. The facility scored below average compared to Ohio facilities.
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.
Honor the resident's right to manage his or her financial affairs.
Ensure that each resident is free from the use of physical restraints, unless needed for medical treatment.
Ensure each resident receives an accurate assessment.
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.
Provide enough nursing staff every day to meet the needs of every resident; and have a licensed nurse in charge on each shift.
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.
Give residents notice of Medicaid/Medicare coverage and potential liability for services not covered.
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.
Notify the appropriate authorities when residents with MD or ID services has a significant change in condition.
Provide care and assistance to perform activities of daily living for any resident who is unable.
Provide appropriate care for a resident to maintain and/or improve range of motion (ROM), limited ROM and/or mobility, unless a decline is for a medical reason.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Provide enough food/fluids to maintain a resident's health.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Have policies on smoking.
Let each resident or the resident's legal representative access or purchase copies of all the resident's records.
Ensure each resident receives an accurate assessment.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Provide activities to meet all resident's needs.
Provide appropriate care for a resident to maintain and/or improve range of motion (ROM), limited ROM and/or mobility, unless a decline is for a medical reason.
Provide routine and 24-hour emergency dental care for each resident.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
Give residents notice of Medicaid/Medicare coverage and potential liability for services not covered.
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.
Ensure each resident receives an accurate assessment.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
+ 6 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 |
|---|---|---|---|---|
| BROWN & MURPHY HOLDING COMPANY INC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | N/A | Dec 31, 2004 |
| BERNSEN, KARA | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | N/A | Dec 31, 2004 |
| BERNSEN, KENNETH | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | N/A | Dec 31, 2004 |
| HUFF, JOSHUA | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | N/A | Dec 31, 2004 |
| MANNING, SARAH | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | N/A | Dec 31, 2004 |
| BERNSEN, KARA | CORPORATE DIRECTOR | Individual | N/A | Dec 3, 2005 |
| BERNSEN, KENNETH | CORPORATE DIRECTOR | Individual | N/A | Dec 3, 2005 |
| HUFF, JOSHUA | CORPORATE DIRECTOR | Individual | N/A | Dec 3, 2005 |
| MANNING, SARAH | CORPORATE DIRECTOR | Individual | N/A | Dec 3, 2005 |
| BERNSEN, KENNETH | W-2 MANAGING EMPLOYEE | Individual | N/A | Dec 3, 2005 |