CMS data snapshot: July 2026
Facility results compared with averages for CMS-certified nursing homes in Maryland. 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.
Coffman Nursing Home is a 3-star Medicare and Medicaid certified nursing home in Hagerstown, Maryland with 59 certified beds. It has been operating since 2008. Its overall CMS rating is 3 out of 5.
Ensure food and drink is palatable, attractive, and at a safe and appetizing temperature.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
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 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 appropriate treatment and care according to orders, resident’s preferences and goals.
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 special eating equipment and utensils for residents who need them and appropriate assistance.
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.
Develop and implement policies and procedures to prevent abuse, neglect, and theft.
Develop and implement policies and procedures to ensure (1) employees report any suspicion of a crime against any resident, according to timelines; (2) post the notice of employee rights; and (3) prohibit and prevent retaliation for reporting.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Provide timely notification to the resident, and if applicable to the resident representative and ombudsman, before transfer or discharge, including appeal rights.
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.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
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.
Set up an ongoing quality assessment and assurance group to review quality deficiencies and develop corrective plans of action.
Conduct and document a facility-wide assessment to determine what resources are necessary to care for residents competently during both day-to-day operations (including nights and weekends) and emergencies.
+ 15 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 |
|---|---|---|---|---|
| FAHRNEY-KEEDY MEMORIAL HOME, INC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 100% | Nov 1, 2022 |
| ADAMS, CARRIE | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jan 1, 2025 |
| BUSSARD, BARBARA | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jan 1, 2025 |
| MORRISEY, KATHY | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jan 1, 2025 |
| RANDALL, COLLEEN | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jan 1, 2025 |
| REEDER, ELIZABETH | MANAGING CONTROL - GOVERNING BODY | Individual | N/A | Jan 1, 2025 |
| BARNES, HEATHER | CORPORATE DIRECTOR | Individual | N/A | Oct 4, 2023 |
| BOWMAN, MARY | CORPORATE DIRECTOR | Individual | N/A | Nov 1, 2022 |
| GRAFF, SUE | CORPORATE DIRECTOR | Individual | N/A | Nov 1, 2022 |
| HART, LESLIE | CORPORATE DIRECTOR | Individual | N/A | Nov 1, 2022 |
| LYLES, DAVID | CORPORATE DIRECTOR | Individual | N/A | Nov 1, 2022 |
| WARD, STARLA | CORPORATE DIRECTOR | Individual | N/A | Nov 1, 2022 |
| BISHOFF, MELANIE | CORPORATE OFFICER | Individual | N/A | Aug 1, 2024 |
| COETZEE, STEPHEN | CORPORATE OFFICER | Individual | N/A | Jul 25, 2015 |
| FAHRNEY-KEEDY MEMORIAL HOME, INC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Nov 1, 2022 |
| COETZEE, STEPHEN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 25, 2015 |
| GOLDSTEIN-SMITH, MARC | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 1, 2024 |
| WASEEM, MUHAMMAD | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Apr 15, 2025 |
| FAHRNEY-KEEDY MEMORIAL HOME, INC | TRUSTEE OF THE SNF | Organization | N/A | Nov 1, 2022 |
| FAHRNEY-KEEDY MEMORIAL HOME, INC | ADP OF THE SNF | Organization | N/A | Nov 1, 2022 |
| GOLDSTEIN-SMITH, MARC | ADP OF THE SNF | Individual | N/A | Mar 31, 2025 |
| WASEEM, MUHAMMAD | ADP OF THE SNF | Individual | N/A | Mar 31, 2025 |
Compare CMS ratings and recorded fines for Coffman Nursing Home 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.