• CMS rates this facility 3/5 stars (average)
• Has 147 certified beds with an average of 77.9 residents per day (53% occupancy)
• Last health inspection found 3 deficiencies (inspected Apr 17, 2025)
• Has been fined a total of $144,754 across 3 fine(s)
• Total nursing staff: 3.25 hours per resident per day
• Staff turnover rate: 50.7% (high)
Hennis Care Centre of Dover is a 3-star Medicare and Medicaid certified nursing home in Dover, Ohio with 147 certified beds. It has been operating since 1991. The facility scored at average compared to Ohio facilities.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
Assess the resident completely in a timely manner when first admitted, and then periodically, at least every 12 months.
Provide and implement an infection prevention and control program.
Keep all essential equipment working safely.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Provide or arrange emergency care by a doctor 24 hours a day.
Provide and implement an infection prevention and control program.
Reasonably accommodate the needs and preferences of each resident.
Not transfer or discharge a resident without an adequate reason; and must provide documentation and convey specific information when a resident is transferred or discharged.
Provide timely notification to the resident, and if applicable to the resident representative and ombudsman, before transfer or discharge, including appeal rights.
Assess the resident completely in a timely manner when first admitted, and then periodically, at least every 12 months.
Assure that each resident’s assessment is updated at least once every 3 months.
Encode each resident’s assessment data and transmit these data to the State within 7 days of assessment.
Ensure each resident receives an accurate assessment.
Coordinate assessments with the pre-admission screening and resident review program; and referring for services as needed.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Provide care and assistance to perform activities of daily living for any resident who is unable.
Provide activities to meet all resident's needs.
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.
Provide safe and appropriate respiratory care for a resident when needed.
Provide safe, appropriate dialysis care/services for a resident who requires such services.
Try different approaches before using a bed rail. If a bed rail is needed, the facility must (1) assess a resident for safety risk; (2) review these risks and benefits with the resident/representative; (3) get informed consent; and (4) Correctly install and maintain the bed rail.
Ensure each resident’s drug regimen must be free from unnecessary drugs.
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 each resident receives and the facility provides food prepared in a form designed to meet individual needs.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Have the Quality Assessment and Assurance group have the required members and meet at least quarterly
+ 20 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 |
|---|---|---|---|---|
| HENNIS, BRIAN | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 40% | Jan 1, 2021 |
| HENNIS, HARRY | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 51% | Jan 1, 2021 |
| SICKINGER, PAULA | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 9% | Dec 19, 2011 |
| BRYCO MANAGEMENT, INC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Jan 1, 2001 |
| HENNIS, BRIAN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Sep 21, 2018 |
| HENNIS, HARRY | CORPORATE DIRECTOR | Individual | N/A | Dec 1, 2001 |
| SICKINGER, PAULA | CORPORATE DIRECTOR | Individual | N/A | Apr 1, 2003 |
| HENNIS, BRIAN | CORPORATE OFFICER | Individual | N/A | Jan 1, 2021 |
| HENNIS, HARRY | CORPORATE OFFICER | Individual | N/A | Dec 1, 2001 |
| SICKINGER, PAULA | CORPORATE OFFICER | Individual | N/A | Apr 1, 2003 |
| HENNIS, BRIAN | W-2 MANAGING EMPLOYEE | Individual | N/A | Sep 21, 2018 |
| HENNIS, HARRY | W-2 MANAGING EMPLOYEE | Individual | N/A | Dec 1, 2001 |
| SICKINGER, PAULA | W-2 MANAGING EMPLOYEE | Individual | N/A | Apr 1, 2003 |