• CMS rates this facility 3/5 stars (average)
• Has 27 certified beds with an average of 26.8 residents per day (99% occupancy)
• Last health inspection found 7 deficiencies (inspected Sep 5, 2024)
• No fines on record
• Total nursing staff: 3.93 hours per resident per day
• Staff turnover rate: 68.1% (high)
Lutheran Home is a 3-star Medicare and Medicaid certified nursing home in Napoleon, Ohio with 27 certified beds. It has been operating since 1998. The facility scored at average compared to Ohio facilities.
Ensure each resident receives an accurate assessment.
Create and put into place a plan for meeting the resident's most immediate needs within 48 hours of being admitted
Provide safe and appropriate respiratory care for a resident when needed.
Observe each nurse aide's job performance and give regular training.
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.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
Educate residents and staff on COVID-19 vaccination, offer the COVID-19 vaccine to eligible residents and staff after education, and properly document each resident and staff member's vaccination status.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
Honor the resident's right to manage his or her financial affairs.
Keep residents' personal and medical records private and confidential.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Respond appropriately to all alleged violations.
Encode each resident’s assessment data and transmit these data to the State within 7 days of assessment.
Create and put into place a plan for meeting the resident's most immediate needs within 48 hours of being admitted
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.
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.
Provide safe and appropriate respiratory care for a resident when needed.
Observe each nurse aide's job performance and give regular training.
Have the Quality Assessment and Assurance group have the required members and meet at least quarterly
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 and implement an infection prevention and control program.
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.
Provide timely notification to the resident, and if applicable to the resident representative and ombudsman, before transfer or discharge, including appeal rights.
Notify the resident or the resident’s representative in writing how long the nursing home will hold the resident’s bed in cases of transfer to a hospital or therapeutic leave.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
+ 11 more deficiencies
No penalties on record.
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 |
|---|---|---|---|---|
| AMONETTE, CASEY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Dec 1, 2021 |
| BARROR, JEFFERY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Sep 14, 2021 |
| COCKE, AMBER | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Dec 7, 2021 |
| MARSHALL, WILLIAM | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Feb 1, 2015 |
| SUBER, LADINA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Dec 15, 2021 |
| BAUERLE, STEPHEN | CORPORATE DIRECTOR | Individual | N/A | Apr 16, 2023 |
| BOWE, STEPHEN | CORPORATE DIRECTOR | Individual | N/A | Apr 16, 2023 |
| DEMPSEY, JEFFREY | CORPORATE DIRECTOR | Individual | N/A | Apr 16, 2023 |
| MARSHALL, ANITA | CORPORATE DIRECTOR | Individual | N/A | Apr 7, 2022 |
| MARSHALL, WILLIAM | CORPORATE DIRECTOR | Individual | N/A | Feb 1, 2015 |
| RAHE, KEVIN | CORPORATE DIRECTOR | Individual | N/A | Jul 1, 2021 |
| SCHALK, LORINDA | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2014 |
| SIEBEN, PAUL | CORPORATE DIRECTOR | Individual | N/A | Jul 1, 2021 |
| SYNDER, MARK | CORPORATE DIRECTOR | Individual | N/A | Jul 1, 2021 |
| WARNER, MELISSA | CORPORATE DIRECTOR | Individual | N/A | Apr 7, 2022 |
| WUNSCHEL, LEE | CORPORATE DIRECTOR | Individual | N/A | Jan 1, 2017 |
| MARSHALL, WILLIAM | CORPORATE OFFICER | Individual | N/A | Feb 1, 2015 |
| SCHALK, LORINDA | CORPORATE OFFICER | Individual | N/A | Jan 1, 2014 |
| WARNER, MELISSA | CORPORATE OFFICER | Individual | N/A | Apr 7, 2022 |
| WUNSCHEL, LEE | CORPORATE OFFICER | Individual | N/A | Jan 1, 2017 |
| DUMKE, JAMES | W-2 MANAGING EMPLOYEE | Individual | N/A | Sep 24, 2001 |
| MARSHALL, WILLIAM | W-2 MANAGING EMPLOYEE | Individual | N/A | Feb 1, 2015 |
| SCHALK, LORINDA | W-2 MANAGING EMPLOYEE | Individual | N/A | Jan 1, 2014 |
| SCHULTE, JEFFERY | W-2 MANAGING EMPLOYEE | Individual | N/A | Sep 16, 2007 |