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 Old Court is a 5-star Medicare and Medicaid certified nursing home in Randallstown, Maryland with 141 certified beds. It has been operating since 1979. Its overall CMS rating is 5 out of 5.
Conduct mandatory training, for all staff, on the facility’s Quality Assurance and Performance Improvement Program.
Make sure that the nursing home area is safe, easy to use, clean and comfortable for residents, staff and the public.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with 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.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
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.
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.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
Give their staff education on dementia care, and what abuse, neglect, and exploitation are; and how to report abuse, neglect, and exploitation.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
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.
Ensure nurse aides have the skills they need to care for residents, and give nurse aides education in dementia care and abuse prevention.
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 INVESTMENTS, INC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | 40% | Jul 1, 2016 |
| 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 | 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 |
| 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, JEFFREY | INDIVIDUAL IS AN OWNER, PARTNER OR TRUSTEE OF ANY ADP OF THE SNF | Individual | N/A | Dec 24, 2025 |
| GILDEN, SHELLYE | INDIVIDUAL IS AN OWNER, PARTNER OR TRUSTEE OF ANY ADP OF THE SNF | Individual | N/A | Dec 24, 2025 |
| LEVITAS, WENDE | INDIVIDUAL IS AN OWNER, PARTNER OR TRUSTEE OF ANY ADP OF THE SNF | Individual | N/A | Dec 24, 2025 |
| 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 |
| FUTURE CARE HEALTH AND MANAGEMENT CORPORATION | ADP OF THE SNF | Organization | N/A | Dec 23, 2025 |
| FUTURE CARE HEALTH AND MANAGEMENT OF OLD COURT INC | ADP OF THE SNF | Organization | N/A | Dec 23, 2025 |
| OLD COURT NURSING CENTER, LLC | ADP OF THE SNF | Organization | N/A | Feb 2, 1998 |
| ATTMAN, GARY | ADP OF THE SNF | Individual | N/A | Jul 1, 2016 |
| ATTMAN, LEONARD | ADP OF THE SNF | Individual | N/A | Jul 1, 2016 |
| FINGLASS, BRIAN | ADP OF THE SNF | Individual | N/A | Jul 1, 2016 |
| KEARNS, AMEE | ADP OF THE SNF | Individual | N/A | Jan 4, 2019 |
| 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 | Jul 1, 2016 |
Compare CMS ratings and recorded fines for Future Care Old Court 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 →