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 Irvington is a 3-star Medicare and Medicaid certified nursing home in Baltimore, Maryland with 200 certified beds. It has been operating since 1990. Its overall CMS rating is 3 out of 5.
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 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 services provided by the nursing facility meet professional standards of quality.
Provide care and assistance to perform activities of daily living for any resident who is unable.
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 each resident with a nourishing, palatable, well-balanced diet that meets his or her daily nutritional and special dietary needs.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with 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.
Ensure services provided by the nursing facility meet professional standards of quality.
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 request, refuse, and/or discontinue treatment, to participate in or refuse to participate in experimental research, and to formulate an advance directive.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
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.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Ensure the resident's doctor reviews the resident's care, writes, signs and dates progress notes and orders, at each required visit.
Ensure each resident must receive and the facility must provide necessary behavioral health care and services.
Allow residents to easily view the nursing home's survey results and communicate with advocate agencies.
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.
+ 14 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 |
|---|---|---|---|---|
| ALVIN POWER FAMILY, LLC | DIRECT OWNERSHIP INTEREST | Organization | N/A | Jan 1, 2003 |
| ATTMAN, GARY | DIRECT OWNERSHIP INTEREST | Individual | N/A | Jan 1, 2003 |
| JEFFREY B. POWERS HOMEWOOD TRUST | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | 11% | Jan 1, 2003 |
| MARK A. POWERS HOMEWOOD TRUST | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | 11% | Jan 1, 2003 |
| ALVIN POWERS RESIDUARY TRUST FBO JEFFREY POWERS | INDIRECT OWNERSHIP INTEREST | Organization | N/A | Dec 1, 2025 |
| ALVIN POWERS RESIDUARY TRUST FBO MARK POWERS | INDIRECT OWNERSHIP INTEREST | Organization | N/A | Dec 1, 2025 |
| ATTMAN, GARY | CORPORATE OFFICER | Individual | N/A | Jan 1, 2006 |
| ATTMAN, LEONARD | CORPORATE OFFICER | Individual | N/A | Oct 6, 2011 |
| 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 OF IRVINGTON INC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | May 1, 2003 |
| ATTMAN, GARY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Oct 6, 2011 |
| SPADARO, JOHN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | May 5, 2013 |
| ATTMAN, GARY | INDIVIDUAL IS AN OWNER, PARTNER OR TRUSTEE OF ANY ADP OF THE SNF | Individual | N/A | Dec 30, 2025 |
| ATTMAN, JEFFREY | INDIVIDUAL IS AN OWNER, PARTNER OR TRUSTEE OF ANY ADP OF THE SNF | Individual | N/A | Nov 28, 2025 |
| GILDEN, SHELLYE | INDIVIDUAL IS AN OWNER, PARTNER OR TRUSTEE OF ANY ADP OF THE SNF | Individual | N/A | Nov 28, 2025 |
| LEVITAS, WENDE | INDIVIDUAL IS AN OWNER, PARTNER OR TRUSTEE OF ANY ADP OF THE SNF | Individual | N/A | Nov 28, 2025 |
| 22 S. ATHOL STREET, LLC | ADP OF THE SNF | Organization | N/A | Jan 1, 2003 |
| ALVIN POWER FAMILY, LLC | ADP OF THE SNF | Organization | N/A | Jun 1, 2009 |
| FUTURE CARE HEALTH AND MANAGEMENT CORPORATION | ADP OF THE SNF | Organization | N/A | Nov 28, 2025 |
| FUTURE CARE HEALTH AND MANAGEMENT OF IRVINGTON INC | ADP OF THE SNF | Organization | N/A | Oct 6, 2011 |
| JEFFREY B. POWERS HOMEWOOD TRUST | ADP OF THE SNF | Organization | N/A | Jan 1, 2003 |
| MARK A. POWERS HOMEWOOD TRUST | ADP OF THE SNF | Organization | N/A | Jan 1, 2003 |
| ATTMAN, GARY | ADP OF THE SNF | Individual | N/A | Jan 1, 2003 |
| ATTMAN, LEONARD | ADP OF THE SNF | Individual | N/A | Oct 6, 2011 |
| FINGLASS, BRIAN | ADP OF THE SNF | Individual | N/A | Oct 6, 2011 |
| PAWLUKOVICH, PHIL | ADP OF THE SNF | Individual | N/A | Mar 1, 2019 |
| POWERS, JEFFREY | ADP OF THE SNF | Individual | N/A | Dec 1, 2025 |
| POWERS, MARK | ADP OF THE SNF | Individual | N/A | Jan 1, 2003 |
| SPADARO, JOHN | ADP OF THE SNF | Individual | N/A | May 5, 2013 |
Compare CMS ratings and recorded fines for Future Care Irvington 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 →