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 Charles Village is a 4-star Medicare and Medicaid certified nursing home in Baltimore, Maryland with 109 certified beds. It has been operating since 1999. Its overall CMS rating is 4 out of 5.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
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 food and drink is palatable, attractive, and at a safe and appetizing temperature.
Have enough outside ventilation via a window or mechanical ventilation, or both.
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 each resident receives and the facility provides drinks consistent with resident needs and preferences and sufficient to maintain resident hydration.
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.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted 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.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
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.
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 necessary information is communicated to the resident, and receiving health care provider at the time of a planned discharge.
Provide care and assistance to perform activities of daily living for any resident who is unable.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
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.
+ 13 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 |
|---|---|---|---|---|
| ATTMAN, GARY | CORPORATE DIRECTOR | Individual | N/A | Apr 29, 2005 |
| ATTMAN, LEONARD | CORPORATE DIRECTOR | Individual | N/A | Mar 1, 2003 |
| ATTMAN, GARY | CORPORATE OFFICER | Individual | N/A | Jan 1, 2003 |
| FINGLASS, BRIAN | CORPORATE OFFICER | Individual | N/A | Jan 1, 2003 |
| SPADARO, JOHN | CORPORATE OFFICER | Individual | N/A | May 5, 2013 |
| FUTURE CARE HEALTH AND MANAGEMENT CORP | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Apr 29, 2005 |
| ATTMAN, GARY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Apr 29, 2005 |
| FINGLASS, BRIAN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jan 1, 2003 |
| ATTMAN, JEFFREY | INDIVIDUAL IS AN OWNER, PARTNER OR TRUSTEE OF ANY ADP OF THE SNF | Individual | N/A | Dec 29, 2025 |
| GILDEN, SHELLYE | INDIVIDUAL IS AN OWNER, PARTNER OR TRUSTEE OF ANY ADP OF THE SNF | Individual | N/A | Dec 29, 2025 |
| LEVITAS, WENDE | INDIVIDUAL IS AN OWNER, PARTNER OR TRUSTEE OF ANY ADP OF THE SNF | Individual | N/A | Dec 29, 2025 |
| 2327 NORTH CHARLES, LLC | ADP OF THE SNF | Organization | N/A | Dec 30, 2025 |
| ALVIN POWER FAMILY, LLC | ADP OF THE SNF | Organization | N/A | Jan 1, 2003 |
| ATTMAN, GARY | ADP OF THE SNF | Individual | N/A | Apr 29, 2005 |
| ATTMAN, LEONARD | ADP OF THE SNF | Individual | N/A | Apr 29, 2005 |
| FINGLASS, BRIAN | ADP OF THE SNF | Individual | N/A | Jan 1, 2003 |
| POWERS, JEFFREY | ADP OF THE SNF | Individual | N/A | Dec 1, 2025 |
| POWERS, MARK | ADP OF THE SNF | Individual | N/A | Dec 1, 2025 |
| SPADARO, JOHN | ADP OF THE SNF | Individual | N/A | Jan 1, 2003 |
Compare CMS ratings and recorded fines for Future Care Charles Village 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 →