CMS data snapshot: July 2026
Facility results compared with averages for CMS-certified nursing homes in Indiana. 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.
Hammond-Whiting Care Center is a 1-star Medicare and Medicaid certified nursing home in Whiting, Indiana with 80 certified beds. It has been operating since 1991. Its overall CMS rating is 1 out of 5.
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.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
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.
Make sure that the nursing home area is safe, easy to use, clean and comfortable for residents, staff and the public.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
Prevent the use of unnecessary psychotropic medications or use medications that may restrain a resident's ability to function.
Provide the required documentation or notification related to the resident's needs, appeal rights, or bed-hold policies.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Provide care and assistance to perform activities of daily living for any resident who is unable.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
Ensure that residents are fully informed and understand their health status, care and treatments.
Provide care and assistance to perform activities of daily living for any resident who is unable.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
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.
Make sure that the nursing home area is safe, easy to use, clean and comfortable for residents, staff and the public.
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 menus must meet the nutritional needs of residents, be prepared in advance, be followed, be updated, be reviewed by dietician, and meet the needs of the resident.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Provide care and assistance to perform activities of daily living for any resident who is unable.
+ 25 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 |
|---|---|---|---|---|
| ENGELS, ERIN | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Oct 1, 2018 |
| GENTRY, MARK | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jan 12, 2022 |
| STARKEY, TYLER | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Aug 1, 2020 |
| WAITE, JOHN | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Aug 1, 2020 |
| WHICKER, TIMOTHY | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jan 12, 2022 |
| FENOUGHTY, DEANNA | CORPORATE OFFICER | Individual | N/A | Jul 10, 2023 |
| CONSOLIDATED RESOURCES HEALTH CARE FUND I LP | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Oct 1, 2018 |
| LIFE CARE CENTERS OF AMERICA, INC. | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Oct 1, 2018 |
| BAKREVSKI, KATHERINE | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Dec 4, 2024 |
| FENOUGHTY, DEANNA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 10, 2023 |
| FLETCHER, TODD | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 1, 2018 |
| HENRY, TERRY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 1, 2018 |
| LAY, LISA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Dec 1, 2018 |
| PATEL, VATSAL | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Aug 1, 2021 |
| PRESTON, AUBREY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 6, 2025 |
| PRESTON, FORREST | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 1, 2018 |
| SWANKER, RICHARD | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 1, 2018 |
| THURMOND, JOAN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 1, 2018 |
| ZIEGLER, JAMES | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 1, 2018 |
| ENGELS, ERIN | TRUSTEE OF THE SNF | Individual | N/A | Oct 1, 2018 |
| GENTRY, MARK | TRUSTEE OF THE SNF | Individual | N/A | Jan 12, 2022 |
| STARKEY, TYLER | TRUSTEE OF THE SNF | Individual | N/A | Aug 1, 2020 |
| WAITE, JOHN | TRUSTEE OF THE SNF | Individual | N/A | Aug 1, 2020 |
| WHICKER, TIMOTHY | TRUSTEE OF THE SNF | Individual | N/A | Jan 12, 2022 |
| CONSOLIDATED RESOURCES HEALTH CARE FUND I LP | ADP OF THE SNF | Organization | N/A | Oct 1, 2018 |
| HENDRICKS COUNTY HOSPITAL | ADP OF THE SNF | Organization | N/A | Feb 27, 2025 |
| LIFE CARE CENTERS OF AMERICA, INC. | ADP OF THE SNF | Organization | N/A | Mar 17, 2025 |
| BAKREVSKI, KATHERINE | ADP OF THE SNF | Individual | N/A | Dec 4, 2024 |
| PATEL, VATSAL | ADP OF THE SNF | Individual | N/A | Feb 1, 2024 |
| PRESTON, FORREST | ADP OF THE SNF | Individual | N/A | Oct 1, 2018 |
Compare CMS ratings and recorded fines for Hammond-Whiting 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.
This chain operates 194 facilities. View all →