• CMS rates this facility 2/5 stars (below average)
• Has 137 certified beds with an average of 118.9 residents per day (87% occupancy)
• Last health inspection found 20 deficiencies (inspected Oct 7, 2025)
• Has been fined a total of $16,042 across 1 fine(s)
• Total nursing staff: 3.68 hours per resident per day
• Staff turnover rate: 57.1% (high)
• Part of the Future Care/lifebridge Health chain (17 facilities)
Future Care Cold Spring is a 2-star Medicare and Medicaid certified nursing home in Baltimore, Maryland with 137 certified beds. It has been operating since 1993. The facility scored below average compared to Maryland facilities.
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.
Ensure services provided by the nursing facility meet professional standards of quality.
Reasonably accommodate the needs and preferences of each resident.
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.
Prevent the use of unnecessary psychotropic medications or use medications that may restrain a resident's ability to function.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Provide care and assistance to perform activities of daily living for any resident who is unable.
Provide enough food/fluids to maintain a resident's health.
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.
Obtain a doctor's order to admit a resident and ensure the resident is under a doctor's care.
Observe each nurse aide's job performance and give regular training.
Ensure a licensed pharmacist perform a monthly drug regimen review, including the medical chart, following irregularity reporting guidelines in developed policies and procedures.
Provide timely, quality laboratory services/tests to meet the needs of residents.
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.
Keep all essential equipment working safely.
Ensure nurse aides have the skills they need to care for residents, and give nurse aides education in dementia care and abuse prevention.
Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
Reasonably accommodate the needs and preferences of each resident.
Protect each resident from the wrongful use of the resident's belongings or money.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Respond appropriately to all alleged violations.
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 appropriate pressure ulcer care and prevent new ulcers from developing.
Ensure the resident's doctor reviews the resident's care, writes, signs and dates progress notes and orders, at each required visit.
Make sure that a working call system is available in each resident's bathroom and bathing area.
Honor the resident's right to organize and participate in resident/family groups in the facility.
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.
+ 45 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 |
|---|---|---|---|---|
| CARE LIFE OPER 2011 LLC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | N/A | Aug 1, 2011 |
| CARLYN ALEXANDRA ATTMAN 2005 TRUST | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | N/A | Aug 1, 2011 |
| GABINIA LLC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | N/A | Aug 1, 2011 |
| LEONARD J ATTMAN TR UA FBO WENDE ATTMAN PHYLLIS TTEE | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | N/A | Aug 1, 2011 |
| SARAH ROSE ATTMAN 2005 TRUST | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | N/A | Aug 1, 2011 |
| SHELLYE ATTMAN GILDEN TR UA DTD ATTMAN PHYLLIS TTEE | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | N/A | Aug 1, 2011 |
| ATTMAN, CARLYN | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 15% | Aug 1, 2011 |
| ATTMAN, JEFFREY | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 20% | Aug 1, 2011 |
| ATTMAN, LEONARD | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 7% | Aug 1, 2011 |
| ATTMAN, SARAH | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 15% | Aug 1, 2011 |
| GILDEN, SHELLYE | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 20% | Aug 1, 2011 |
| LEVITAS, WENDE | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 20% | Aug 1, 2011 |
| FC OF HARFORD ROAD INC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Aug 1, 2011 |
| FUTURE CARE HEALTH AND MANAGEMENT CORPORATION | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Aug 1, 2011 |
| ATTMAN, GARY | CORPORATE OFFICER | Individual | N/A | Aug 1, 2011 |
| FINGLASS, BRIAN | CORPORATE OFFICER | Individual | N/A | Aug 1, 2011 |
| SPADARO, JOHN | CORPORATE OFFICER | Individual | N/A | May 5, 2013 |
| GUNTHORPE, JAHIRI | W-2 MANAGING EMPLOYEE | Individual | N/A | Dec 3, 2018 |
This chain operates 17 facilities. View all →