• CMS rates this facility 1/5 stars (below average)
• Has 151 certified beds with an average of 137.3 residents per day (91% occupancy)
• Last health inspection found 16 deficiencies (inspected Jul 24, 2025)
• Has been fined a total of $20,251 across 1 fine(s)
• Total nursing staff: 3.79 hours per resident per day
• Staff turnover rate: 43.5%
• Part of the Future Care/lifebridge Health chain (17 facilities)
Courtland, LLC is a 1-star Medicare and Medicaid certified nursing home in Baltimore, Maryland with 151 certified beds. It has been operating since 1980. The facility scored below average compared to Maryland facilities.
Give the resident's representative the ability to exercise the resident's rights.
Reasonably accommodate the needs and preferences of each resident.
Ensure that each resident is free from the use of physical restraints, unless needed for medical treatment.
Respond appropriately to all alleged violations.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Provide safe and appropriate respiratory care for a resident when needed.
Ensure the resident's doctor reviews the resident's care, writes, signs and dates progress notes and orders, at each required visit.
Ensure each resident’s drug regimen must be free from unnecessary 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.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
Provide and implement an infection prevention and control program.
Develop and implement policies and procedures for flu and pneumonia vaccinations.
Make sure that the nursing home area is safe, easy to use, clean and comfortable for residents, staff and the public.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Provide the required documentation or notification related to the resident's needs, appeal rights, or bed-hold policies.
Designate a physician to serve as medical director responsible for implementation of resident care policies and coordination of medical care in the facility.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
Honor the resident's right to be treated with respect and dignity and to retain and use personal possessions.
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 a safe, clean, comfortable and homelike environment, including but not limited to receiving treatment and supports for daily living safely.
Honor the resident's right to voice grievances without discrimination or reprisal and the facility must establish a grievance policy and make prompt efforts to resolve grievances.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Ensure each resident receives an accurate assessment.
Coordinate assessments with the pre-admission screening and resident review program; and referring for services as needed.
PASARR screening for Mental disorders or Intellectual Disabilities
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.
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.
+ 48 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 |
|---|---|---|---|---|
| COURTLAND OPERATING LLC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 24% | Sep 1, 2014 |
| GINGER CAT LLC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 17% | Sep 1, 2014 |
| NJM794, LLC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 10% | Sep 1, 2014 |
| PRACTICE DYNAMICS, INC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 49% | Mar 1, 2016 |
| CARLYN ALEXANDRA ATTMAN 2005 TRUST | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Sep 1, 2014 |
| LIFEBRIDGE HEALTH INC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Mar 1, 2016 |
| LIFEBRIDGE INVESTMENTS, INC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Mar 1, 2016 |
| SARAH ROSE ATTMAN 2005 TRUST | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Sep 1, 2014 |
| SHELLYE ATTMAN GILDEN 2005 TRUST | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Sep 1, 2014 |
| WENDE ATTMAN LEVITAS 2005 TRUST | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Sep 1, 2014 |
| ATTMAN, CARLYN | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | N/A | Sep 1, 2014 |
| ATTMAN, JEFFREY | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | N/A | Sep 1, 2014 |
| ATTMAN, SARAH | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | N/A | Sep 1, 2014 |
| GILDEN, SHELLYE | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | N/A | Sep 1, 2014 |
| LEVITAS, WENDE | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | N/A | Sep 1, 2014 |
| FC OF COURTLAND INC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Sep 1, 2014 |
| ATTMAN, GARY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Sep 1, 2014 |
| ATTMAN, GARY | CORPORATE OFFICER | Individual | N/A | Sep 1, 2014 |
| ATTMAN, LEONARD | CORPORATE OFFICER | Individual | N/A | Sep 1, 2014 |
| FINGLASS, BRIAN | CORPORATE OFFICER | Individual | N/A | Sep 1, 2014 |
| SPADARO, JOHN | CORPORATE OFFICER | Individual | N/A | Sep 1, 2014 |
| SPADARO, JOHN | CONTRACTED MANAGING EMPLOYEE | Individual | N/A | Sep 1, 2014 |
| MUSA, VICTOR | W-2 MANAGING EMPLOYEE | Individual | N/A | Dec 16, 2020 |
This chain operates 17 facilities. View all →