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 Cherrywood is a 5-star Medicare and Medicaid certified nursing home in Reisterstown, Maryland with 151 certified beds. It has been operating since 1989. Its overall CMS rating is 5 out of 5.
Create and put into place a plan for meeting the resident's most immediate needs within 48 hours of being admitted
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 dignified existence, self-determination, communication, and to exercise his or her rights.
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 the transfer/discharge meets the resident's needs/preferences and that the resident is prepared for a safe transfer/discharge.
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.
Employ staff that are licensed, certified, or registered in accordance with state laws.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Honor the resident's right to be treated with respect and dignity and to retain and use personal possessions.
Honor the resident's right to and the facility must promote and facilitate resident self-determination through support of resident choice.
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.
Ensure that each resident is free from the use of physical restraints, unless needed for medical treatment.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Not transfer or discharge a resident without an adequate reason; and must provide documentation and convey specific information when a resident is transferred or discharged.
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.
Create and put into place a plan for meeting the resident's most immediate needs within 48 hours of being admitted
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
+ 36 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 POWERS RESIDUARY TRUST FBO MARK POWERS | DIRECT OWNERSHIP INTEREST | Organization | N/A | Dec 1, 2025 |
| JEFFREY ATTMON TRUST UA DTD 122686 ATTMON PHYLLIS TTEE | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | 6% | Jun 1, 1988 |
| LEONARD J ATTMAN TR UA FBO WENDE ATTMAN PHYLLIS TTEE | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | 6% | Jun 1, 1988 |
| SHELLYE ATTMAN GILDEN TR UA DTD ATTMAN PHYLLIS TTEE | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | 6% | Jun 1, 1988 |
| ALVIN POWERS RESIDUARY TRUST FBO JEFFREY POWERS | INDIRECT OWNERSHIP INTEREST | Organization | N/A | Dec 1, 2025 |
| ATTMAN, JEFFREY | INDIRECT OWNERSHIP INTEREST | Individual | N/A | Jan 1, 1989 |
| ATTMAN, LEONARD | INDIRECT OWNERSHIP INTEREST | Individual | N/A | Jan 1, 1989 |
| ATTMAN, GARY | CORPORATE OFFICER | Individual | N/A | Oct 1, 2007 |
| ATTMAN, LEONARD | CORPORATE OFFICER | Individual | N/A | Oct 1, 2007 |
| FINGLASS, BRIAN | CORPORATE OFFICER | Individual | N/A | Oct 1, 2007 |
| FUTURECARE HEALTH & MANAGEMENT OF CHERRYWOOD INC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Nov 1, 2007 |
| ATTMAN, GARY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 1, 2007 |
| FINGLASS, BRIAN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 1, 2007 |
| SPADARO, JOHN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 5, 2013 |
| BENT NURSING HOME INC | GENERAL PARTNERSHIP INTEREST | Organization | N/A | Jan 1, 1989 |
| LIFEBRIDGE INVESTMENTS, INC | LIMITED PARTNERSHIP INTEREST | Organization | N/A | Jan 1, 1989 |
| ALVIN POWERS RESIDUARY TRUST FBO JEFFREY POWERS | ADP OF THE SNF | Organization | N/A | Dec 1, 2025 |
| ALVIN POWERS RESIDUARY TRUST FBO MARK POWERS | ADP OF THE SNF | Organization | N/A | Dec 1, 2025 |
| BENT REAL ESTATE LIMITED PARTNERSHIP | ADP OF THE SNF | Organization | N/A | Jun 1, 1988 |
| FUTURE CARE HEALTH AND MANAGEMENT CORPORATION | ADP OF THE SNF | Organization | N/A | Nov 26, 2025 |
| FUTURECARE HEALTH & MANAGEMENT OF CHERRYWOOD INC | ADP OF THE SNF | Organization | N/A | Nov 26, 2025 |
| JEFFREY ATTMON TRUST UA DTD 122686 ATTMON PHYLLIS TTEE | ADP OF THE SNF | Organization | N/A | Dec 26, 1986 |
| LEONARD J ATTMAN TR UA FBO WENDE ATTMAN PHYLLIS TTEE | ADP OF THE SNF | Organization | N/A | Jun 1, 1988 |
| SHELLYE ATTMAN GILDEN TR UA DTD ATTMAN PHYLLIS TTEE | ADP OF THE SNF | Organization | N/A | Dec 26, 1986 |
| ATTMAN, GARY | ADP OF THE SNF | Individual | N/A | Oct 1, 2007 |
| ATTMAN, JEFFREY | ADP OF THE SNF | Individual | N/A | Oct 1, 2007 |
| ATTMAN, LEONARD | ADP OF THE SNF | Individual | N/A | Oct 1, 2007 |
| FINGLASS, BRIAN | ADP OF THE SNF | Individual | N/A | Oct 1, 2007 |
| GILDEN, SHELLYE | ADP OF THE SNF | Individual | N/A | Oct 1, 2007 |
| LEVITAS, WENDE | ADP OF THE SNF | Individual | N/A | Oct 1, 2007 |
| 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 | May 5, 2013 |
Compare CMS ratings and recorded fines for Future Care Cherrywood 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 →