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.
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. Its overall CMS rating is 1 out of 5.
Make sure that the nursing home area is safe, easy to use, clean and comfortable for residents, staff and the public.
Give the resident's representative the ability to exercise the resident's rights.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Ensure that each resident is free from the use of physical restraints, unless needed for medical treatment.
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.
Ensure the resident's doctor reviews the resident's care, writes, signs and dates progress notes and orders, at each required visit.
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.
Designate a physician to serve as medical director responsible for implementation of resident care policies and coordination of medical care in the facility.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
Develop and implement policies and procedures for flu and pneumonia vaccinations.
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 dignified existence, self-determination, communication, and to exercise his or her rights.
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 appropriate treatment and care according to orders, resident’s preferences and goals.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
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 the resident's doctor reviews the resident's care, writes, signs and dates progress notes and orders, at each required visit.
Ensure a licensed pharmacist perform a monthly drug regimen review, including the medical chart, following irregularity reporting guidelines in developed policies and procedures.
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.
Develop and implement policies and procedures for flu and pneumonia vaccinations.
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.
+ 44 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 |
| LIFEBRIDGE INVESTMENTS, INC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | 49% | Mar 1, 2016 |
| SPADARO, JOHN | CONTRACTED MANAGING EMPLOYEE | Individual | N/A | Sep 1, 2014 |
| MUSA, VICTOR | W-2 MANAGING EMPLOYEE | Individual | N/A | Dec 16, 2020 |
| 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 |
| FC OF COURTLAND INC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Sep 1, 2014 |
| ATTMAN, GARY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Sep 1, 2014 |
Compare CMS ratings and recorded fines for Courtland, LLC 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 18 facilities. View all →