• CMS rates this facility 4/5 stars (above average)
• Has 141 certified beds with an average of 132.5 residents per day (94% occupancy)
• Last health inspection found 10 deficiencies (inspected Dec 12, 2024)
• No fines on record
• Total nursing staff: 3.69 hours per resident per day
• Staff turnover rate: 40.5%
• Part of the Future Care/lifebridge Health chain (17 facilities)
Future Care Old Court is a 4-star Medicare and Medicaid certified nursing home in Randallstown, Maryland with 141 certified beds. It has been operating since 1979. The facility scored above average compared to Maryland facilities.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her 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 residents do not lose the ability to perform activities of daily living unless there is a medical reason.
Provide care and assistance to perform activities of daily living for any resident who is unable.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Observe each nurse aide's job performance and give regular training.
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.
Ensure nurse aides have the skills they need to care for residents, and give nurse aides education in dementia care and abuse prevention.
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.
Give their staff education on dementia care, and what abuse, neglect, and exploitation are; and how to report abuse, neglect, and exploitation.
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 that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Provide enough food/fluids to maintain a resident's health.
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.
Ensure nurse aides have the skills they need to care for residents, and give nurse aides education in dementia care and abuse prevention.
The resident has the right to receive notices in a format and a language he or she understands.
Allow residents to easily view the nursing home's survey results and communicate with advocate agencies.
Give residents notice of Medicaid/Medicare coverage and potential liability for services not covered.
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 policies and procedures to prevent abuse, neglect, and theft.
Respond appropriately to all alleged violations.
Provide timely notification to the resident, and if applicable to the resident representative and ombudsman, before transfer or discharge, including appeal rights.
Ensure each resident receives an accurate assessment.
PASARR screening for Mental disorders or Intellectual Disabilities
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
+ 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 |
|---|---|---|---|---|
| FUTURECARE OLD COURT, INC. | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 60% | Jul 1, 2016 |
| PRACTICE DYNAMICS, INC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 40% | Jul 1, 2016 |
| LIFEBRIDGE HEALTH INC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Jul 1, 2016 |
| LIFEBRIDGE INVESTMENTS, INC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Jul 1, 2016 |
| ATTMAN, GARY | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | N/A | Jul 1, 2016 |
| ATTMAN, LEONARD | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | N/A | Jul 1, 2016 |
| POWERS, JEFFREY | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | N/A | Dec 1, 2025 |
| POWERS, MARK | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | N/A | Jul 1, 2016 |
| FUTURE CARE HEALTH AND MANAGEMENT OF OLD COURT INC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Jul 1, 2016 |
| ATTMAN, GARY | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 1, 2016 |
| FINGLASS, BRIAN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 1, 2016 |
| SPADARO, JOHN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 1, 2016 |
| ATTMAN, GARY | CORPORATE OFFICER | Individual | N/A | Jul 1, 2016 |
| ATTMAN, LEONARD | CORPORATE OFFICER | Individual | N/A | Jul 1, 2016 |
| FINGLASS, BRIAN | CORPORATE OFFICER | Individual | N/A | Jul 1, 2016 |
| SPADARO, JOHN | CORPORATE OFFICER | Individual | N/A | Jul 1, 2016 |
This chain operates 17 facilities. View all →