• CMS rates this facility 4/5 stars (above average)
• Has 109 certified beds with an average of 101.5 residents per day (93% occupancy)
• Last health inspection found 14 deficiencies (inspected Oct 7, 2025)
• No fines on record
• Total nursing staff: 3.93 hours per resident per day
• Staff turnover rate: 40.8%
• Part of the Future Care/lifebridge Health chain (17 facilities)
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. The facility scored above average compared to Maryland facilities.
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.
Ensure each resident receives an accurate assessment.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Provide activities to meet all resident's needs.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Provide safe and appropriate respiratory care for a resident when needed.
Ensure food and drink is palatable, attractive, and at a safe and appetizing temperature.
Ensure each resident receives and the facility provides drinks consistent with resident needs and preferences and sufficient to maintain resident hydration.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Provide and implement an infection prevention and control program.
Keep all essential equipment working safely.
Make sure that a working call system is available in each resident's bathroom and bathing area.
Have enough outside ventilation via a window or mechanical ventilation, or both.
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.
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.
Observe each nurse aide's job performance and give regular training.
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.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
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.
Make sure there is a pest control program to prevent/deal with mice, insects, or other pests.
Reasonably accommodate the needs and preferences of each 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.
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.
+ 11 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 |
|---|---|---|---|---|
| ALVIN POWER FAMILY, LLC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 25% | Mar 1, 2003 |
| ATTMAN, GARY | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 25% | Jan 1, 2003 |
| ATTMAN, LEONARD | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 50% | Jan 1, 2003 |
| POWERS, JEFFREY | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 11% | Jan 1, 2003 |
| POWERS, MARK | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 11% | Jan 1, 2003 |
| FUTURE CARE HEALTH AND MANAGEMENT CORP | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Mar 1, 2005 |
| 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 1, 2013 |
| BUELTO, LAVERNE | W-2 MANAGING EMPLOYEE | Individual | N/A | Sep 14, 2021 |
This chain operates 17 facilities. View all →