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.
Future Care Capital Region is a 4-star Medicare and Medicaid certified nursing home in Landover, Maryland with 150 certified beds. It has been operating since 2018. Its overall CMS rating is 4 out of 5.
Provide the required documentation or notification related to the resident's needs, appeal rights, or bed-hold policies.
Ensure services provided by the nursing facility meet professional standards of quality.
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.
Honor the resident's right to request, refuse, and/or discontinue treatment, to participate in or refuse to participate in experimental research, and to formulate an advance directive.
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.
Develop and implement policies and procedures to prevent abuse, neglect, and theft.
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 for the safe, appropriate administration of IV fluids for a resident when needed.
Provide safe, appropriate pain management for a resident who requires such services.
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.
Provide timely, quality laboratory services/tests to meet the needs of residents.
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.
Make sure that a working call system is available in each resident's bathroom and bathing area.
Allow residents to easily view the nursing home's survey results and communicate with advocate agencies.
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.
Honor the resident's right to request, refuse, and/or discontinue treatment, to participate in or refuse to participate in experimental research, and to formulate an advance directive.
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.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
+ 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 |
|---|---|---|---|---|
| LJSW OPER 2013 LLC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 67% | Aug 1, 2013 |
| MILO PG LLC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 33% | Aug 1, 2013 |
| TRUIST BANK | 5% OR GREATER MORTGAGE INTEREST | Organization | N/A | Dec 29, 2016 |
| TRUIST BANK | 5% OR GREATER SECURITY INTEREST | Organization | N/A | Dec 29, 2016 |
| SPADARO, JOHN | CONTRACTED MANAGING EMPLOYEE | Individual | N/A | Feb 1, 2018 |
| PIPKIN, DAVID | W-2 MANAGING EMPLOYEE | Individual | N/A | Feb 1, 2018 |
| ATTMAN, GARY | CORPORATE OFFICER | Individual | N/A | Aug 1, 2013 |
| ATTMAN, LEONARD | CORPORATE OFFICER | Individual | N/A | Aug 1, 2013 |
| FINGLASS, BRIAN | CORPORATE OFFICER | Individual | N/A | Aug 1, 2013 |
| FC OF PGPA INC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Feb 1, 2018 |
| FUTURE CARE HEALTH AND MANAGEMENT CORPORATION | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Feb 1, 2018 |
Compare CMS ratings and recorded fines for Future Care Capital Region 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 →