Composite
42.9 / 100 percentile
Screener / 225222
B
ADVINIACARE NEWTON WELLESLEY
snfMA
694 WORCESTER ROAD, WELLESLEY, MA 02181 · CCN 225222
Peer group
snf n = 14,684
Evidence depth
deep
Certified beds
110
Model
v1.2
Reads as: riskier than 42.9% of the 14,684 facilities in the snf peer group. percentile within peer group, 100 = highest risk. Grade bands are fixed percentile cuts (F is the top 5% of peer risk), so a grade is a position, not an absolute level.
Score model5ML signals12Components16CHOW radar1Distress radar1Staffing16Penalties1Deficiencies43Licensure0Ownership19Related party5Transactions1Comps12Market rent8
Composite explanation
5| Component | Percentile | Raw | Weight | Weight share | Contribution | Counts |
|---|---|---|---|---|---|---|
| regulatory risk | 91.1 | 88.8 | 0.30 | 0.2308 | 21.02 | in index |
| staffing risk | 42.2 | 42.3 | 0.25 | 0.1923 | 8.12 | in index |
| financial risk | 32.6 | 35.4 | 0.30 | 0.2308 | 7.52 | in index |
| billing conduct | 28.0 | 30.7 | 0.30 | 0.2308 | 6.46 | in index |
| chow risk | 23.2 | 22.4 | 0.15 | 0.1154 | 2.68 | in index |
weighted_contribution sums to pre_rank_index over rows where counts_toward_index is true. The composite is the facility's percentile position of that index within its peer group, so contributions explain the input, and the rank explains the score.
ML signals — parallel engine
12| Kind | Finding | Signal | Subject | First seen |
|---|---|---|---|---|
| connection | Owner fleet risk far above national | +28.2 vs natl | CURIS SERVICES LLC | 85 facilities |
| connection | Owner fleet risk far above national | +26.3 vs natl | BERKOWITZ DAVID | 77 facilities |
| connection | Owner fleet risk far above national | +26.2 vs natl | MEYSTEL YOSEF | 77 facilities |
| connection | Owner fleet risk far above national | +23.5 vs natl | POINTE GROUP CARE LLC | 9 facilities |
| connection | Owner fleet risk far above national | +22.2 vs natl | BERKOWITZ BENJAMIN | 11 facilities |
| connection | Owner fleet risk far above national | +21.8 vs natl | LABELLA CATERINA | 8 facilities |
| connection | Owner spans multiple chains | 8 chains | BERKOWITZ DAVID | 73 facilities |
| connection | Owner spans multiple chains | 8 chains | MEYSTEL YOSEF | 73 facilities |
| connection | Owner spans multiple chains | 8 chains | CURIS SERVICES LLC | 81 facilities |
| connection | Owner fleet enforcement cluster | 52% fined | CURIS SERVICES LLC | 85 facilities |
| connection | Owner fleet enforcement cluster | 51% fined | BERKOWITZ DAVID | 77 facilities |
| connection | Owner fleet enforcement cluster | 51% fined | MEYSTEL YOSEF | 77 facilities |
Findings from the always-on scanning layer: anomalies on this facility, connections through its current owners and past buyers. Runs beside the deterministic composite, never inside it. Full board on the ML Lab page.
Component scores and registry models
16| Score type | Score | Grade | Model | Status | Registry model notes |
|---|---|---|---|---|---|
| billing conduct | 30.7 | B | v0.1-pacpuf-snf | default · in composite | R22. PAC PUF SNF 2023. PDPM coding intensity vs acuity, stay length, charge markup. |
| chow risk | 25.0 | B | v0.1-pos | default · in composite | Change-of-ownership footprint in the CMS Provider of Services file: control-family, legal-name and address deltas across quarterly snapshots, plus certification reset recency and Medicare tenure. |
| chow risk | 19.8 | A | v0.6 | default · in composite | |
| financial risk | 35.4 | B | v0.5 | default · in composite | R18. |
| p adverse action 12m | 0.1 | — | v0.1 | default · in composite | R23/W4-3. Deterministic logistic p(Medicare termination within 12m), SNF only. Label = first POS termination date (any code: voluntary closure, involuntary termination, merger exit); facilities already terminated by the panel date are excluded, not counted as safe. Trained on panels 2024-07/2024-10/2025-01 (n=46,466, 283 positives), evaluated on the held-out later panel 2025-04 BEFORE shipping: AUC 0.971, top-decile lift 9.5x, top-decile capture 95.4% of the 65 terminations that followed. Separability is high because closures announce themselves in the data: collapsing occupancy is the strongest signal, and the learned NEGATIVE weight on 12m deficiency counts is the surveys-stop signature of a facility winding down, not a claim that clean inspections are dangerous. Same 15 as-of-date features and anti-leakage chassis as p_chow_12m; SFF entry rejected as a label (only one month of SFF history exists, so as-of transitions cannot be reconstructed). Score = probability x 100; grade NULL. Not in any composite. |
| p chow 12m | 0.0 | — | v0.1 | default · in composite | R22/W4-2. Deterministic logistic p(CHOW within 12m), SNF only. Trained on panels 2024-07/2024-10/2025-01 (n=50,700, 1,207 positives), evaluated on the held-out later panel 2025-04 BEFORE shipping: AUC 0.874, top-decile lift 5.0x (top 10% of predictions captured 49.6% of the CHOWs that actually closed in the next 12 months). Shipped coefficients are the evaluated ones; no post-holdout refit. Caveat: holdout positives (133) run below the training base rate because recent CHOWs surface in public records with a lag, so measured lift is conservative. Features are as-of-date public records: PBJ staffing level/trend/contract share (quarterly history to 2022Q1), deficiency and CMP counts (12m), ownership tenure and churn from CHOW-evidenced transactions, beds, occupancy, ownership type, chain size. Chain membership and ownership type are current-state (history not published). SFF and star ratings deliberately excluded (no as-of history). Notable learned direction: long ownership tenure RAISES sale odds and a recent prior CHOW lowers them. Score = probability x 100; grade is NULL because a probability is not a quality letter. Not in any composite. |
| regulatory risk | 88.8 | F | v0.3 | default · in composite | Deficiency-based, SNF population. Runs alongside v0.5-pos. |
| staffing risk | 42.3 | B | v0.3 | default · in composite | Cost-report staffing, SNF population. Runs alongside v0.4-pos, which covers ICF/IID from POS. |
| financial risk | 71.3 | D | v0.1 | superseded | Pre-registry model iteration, superseded by a later financial_risk rebuild. Rows retained for audit per project convention (see regulatory_risk v0.4-pos); never consumed because v_cii_api_facility_score and the composite eligibility join both require status = default. Backfilled 2026-07-26 by alert triage on model_registry_integrity. |
| financial risk | 51.3 | C | v0.2 | superseded | Pre-registry model iteration, superseded by a later financial_risk rebuild. Rows retained for audit per project convention (see regulatory_risk v0.4-pos); never consumed because v_cii_api_facility_score and the composite eligibility join both require status = default. Backfilled 2026-07-26 by alert triage on model_registry_integrity. |
| financial risk | 41.2 | B | v0.3 | superseded | Pre-registry model iteration, superseded by a later financial_risk rebuild. Rows retained for audit per project convention (see regulatory_risk v0.4-pos); never consumed because v_cii_api_facility_score and the composite eligibility join both require status = default. Backfilled 2026-07-26 by alert triage on model_registry_integrity. |
| financial risk | 40.9 | B | v0.4 | superseded | Pre-registry model iteration, superseded by a later financial_risk rebuild. Rows retained for audit per project convention (see regulatory_risk v0.4-pos); never consumed because v_cii_api_facility_score and the composite eligibility join both require status = default. Backfilled 2026-07-26 by alert triage on model_registry_integrity. |
| regulatory risk | 88.7 | F | v0.1 | superseded | Pre-registry model iteration, superseded by a later regulatory_risk rebuild. Rows retained for audit per project convention (see regulatory_risk v0.4-pos); never consumed because v_cii_api_facility_score and the composite eligibility join both require status = default. Backfilled 2026-07-26 by alert triage on model_registry_integrity. |
| regulatory risk | 88.7 | F | v0.2 | superseded | Pre-registry model iteration, superseded by a later regulatory_risk rebuild. Rows retained for audit per project convention (see regulatory_risk v0.4-pos); never consumed because v_cii_api_facility_score and the composite eligibility join both require status = default. Backfilled 2026-07-26 by alert triage on model_registry_integrity. |
| staffing risk | 42.3 | B | v0.1 | superseded | Pre-registry model iteration, superseded by a later staffing_risk rebuild. Rows retained for audit per project convention (see regulatory_risk v0.4-pos); never consumed because v_cii_api_facility_score and the composite eligibility join both require status = default. Backfilled 2026-07-26 by alert triage on model_registry_integrity. |
| staffing risk | 42.3 | B | v0.2 | superseded | Pre-registry model iteration, superseded by a later staffing_risk rebuild. Rows retained for audit per project convention (see regulatory_risk v0.4-pos); never consumed because v_cii_api_facility_score and the composite eligibility join both require status = default. Backfilled 2026-07-26 by alert triage on model_registry_integrity. |
Rows with counts_toward_composite false come from models that are addressable or retracted rather than default. They exist and may be informative, but they did not enter the published composite and must not be summed as though they had.
CHOW radar — 12-month sale probability
full board →p(CHOW, 12m)
0.0%
model v0.1 · computed 2026-07-29
Percentile among SNFs
1.1
100 = most likely to sell
Holdout AUC
0.874
evaluated before shipping, never refit
| Driver | Value | Pull on odds | |
|---|---|---|---|
| Never sold on record | 0.00 | -1.62 | |
| Current owner tenure (years) | 3.59 | -1.50 | |
| Ownership changes, last 5 years | 1.00 | -0.87 | |
| For-profit ownership | 1.00 | +0.69 | |
| No PBJ staffing report | 0.00 | +0.42 | |
| Chain size (log) | 0.00 | -0.40 | |
| Occupancy | 0.80 | -0.30 | |
| Contract staffing share | 0.00 | -0.10 |
p_adverse_action_12m: probability the facility's Medicare participation terminates within 12 months (any POS termination code; already-terminated facilities are excluded, not scored safe). Deterministic logistic over as-of-date public records, SNF only. Holdout (2025-04 panel, evaluated before shipping): AUC 0.971, top-decile lift 9.5x. Closures announce themselves: collapsing occupancy dominates, and fewer recent surveys is a winding-down signature. inputs.features holds raw feature values, inputs.contributions each feature's standardized pull on the log-odds. Predictions never enter the composite. See /v1/models. | p_chow_12m: probability of a change of ownership within 12 months. Deterministic logistic over as-of-date public records, SNF only. Holdout (2025-04 panel, evaluated before shipping): AUC 0.874, top-decile lift 5.0x. inputs.features holds raw feature values, inputs.contributions each feature's standardized pull on the log-odds. Predictions never enter the composite. See /v1/models for full notes.
Distress radar — 12-month termination probability
full board →p(termination, 12m)
0.1%
model v0.1 · computed 2026-07-29
Percentile among SNFs
44.6
100 = most likely to lose certification
Holdout AUC
0.971
top decile caught 95% of actual exits
| Driver | Value | Pull on odds | |
|---|---|---|---|
| Chain size (log) | 0.00 | +1.20 | |
| For-profit ownership | 1.00 | -0.69 | |
| No PBJ staffing report | 0.00 | +0.39 | |
| Never sold on record | 0.00 | -0.28 | |
| Current owner tenure (years) | 3.59 | -0.24 | |
| Ownership changes, last 5 years | 1.00 | +0.23 | |
| Occupancy | 0.80 | -0.23 | |
| Fine amount, 12m (log) | 0.00 | +0.18 |
Probability the facility's Medicare participation ends within 12 months, from public records only. Red bars raise exit odds. A negative pull from deficiencies is the winding-down signature — surveys stop as a facility empties — not evidence that clean inspections are dangerous.
Staffing vs peers
16| 2025Q4 HPRD | This facility | MA median | National median | National p25–p75 |
|---|---|---|---|---|
| Total nurse | 3.42 | 3.39 | 3.28 | 2.90–3.77 |
| RN | 0.36 | 0.39 | 0.39 | 0.25–0.58 |
| Weekend total | 3.27 | 3.26 | 3.11 | — |
| Weekday total | 3.47 | 3.44 | 3.35 | — |
| Quarter | Days | Avg census | Total HPRD | RN | LPN | CNA | Weekend | Contract % |
|---|---|---|---|---|---|---|---|---|
| 2025Q4 | 92 | 88.3 | 3.42 | 0.36 | 0.64 | 2.42 | 3.27 | 0.1% |
| 2025Q3 | 92 | 86.5 | 3.27 | 0.27 | 0.62 | 2.38 | 3.15 | 0.1% |
| 2025Q2 | 91 | 78.0 | 3.53 | 0.40 | 0.53 | 2.60 | 3.35 | 0.3% |
| 2025Q1 | 90 | 75.9 | 3.45 | 0.37 | 0.57 | 2.51 | 3.32 | 1.0% |
| 2024Q4 | 92 | 76.5 | 3.37 | 0.38 | 0.56 | 2.43 | 3.22 | 0.5% |
| 2024Q3 | 92 | 79.5 | 3.39 | 0.46 | 0.47 | 2.46 | 3.19 | 0.9% |
| 2024Q2 | 91 | 79.4 | 3.66 | 0.48 | 0.69 | 2.49 | 3.53 | 2.6% |
| 2024Q1 | 91 | 77.9 | 4.18 | 0.69 | 0.76 | 2.73 | 4.21 | 0.0% |
| 2023Q4 | 92 | 85.9 | 3.12 | 0.39 | 0.54 | 2.19 | 2.93 | 10.2% |
| 2023Q3 | 92 | 89.4 | 3.32 | 0.35 | 0.77 | 2.21 | 3.07 | 11.4% |
| 2023Q2 | 91 | 87.8 | 3.47 | 0.51 | 0.70 | 2.25 | 3.15 | 9.8% |
| 2023Q1 | 90 | 92.2 | 3.30 | 0.55 | 0.67 | 2.08 | 3.13 | 11.2% |
| 2022Q4 | 92 | 96.3 | 2.81 | 0.49 | 0.52 | 1.80 | 2.63 | 11.9% |
| 2022Q3 | 92 | 100.5 | 2.97 | 0.44 | 0.55 | 1.98 | 2.90 | 12.0% |
| 2022Q2 | 91 | 95.5 | 3.04 | 0.47 | 0.59 | 1.99 | 3.00 | 10.3% |
| 2022Q1 | 90 | 93.3 | 3.13 | 0.44 | 0.60 | 2.09 | 3.07 | 5.8% |
HPRD is census-weighted: total hours over the quarter divided by total resident-days, not an average of daily ratios. Source is CMS Payroll-Based Journal daily records; only SNFs report PBJ, so other settings legitimately return zero rows.
Penalties
1| Date | Type | Fine | Source |
|---|---|---|---|
| 2023-12-19 | Fine | $132,408 | CMS provider data |
Total fines on record: $132,408
Deficiencies
43C × 1D × 19E × 17F × 2H × 2I × 2
deficiencies by survey year
| Survey | Type | Tag | Deficiency | Scope | Corrected |
|---|---|---|---|---|---|
| 2025-12-31 | Health | F0580 | Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident. | D | 2026-02-13 |
| 2025-12-31 | Health | F0584 | 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. | E | 2026-02-13 |
| 2025-12-31 | Health | F0656 | Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured. | D | 2026-02-13 |
| 2025-12-31 | Health | F0688 | Provide appropriate care for a resident to maintain and/or improve range of motion (ROM), limited ROM and/or mobility, unless a decline is for a medical reason. | D | 2026-02-13 |
| 2025-12-31 | Health | F0692 | Provide enough food/fluids to maintain a resident's health. | D | 2026-02-13 |
| 2025-12-31 | Health | F0804 | Ensure food and drink is palatable, attractive, and at a safe and appetizing temperature. | D | 2026-02-13 |
| 2025-12-31 | Health | F0841 | Designate a physician to serve as medical director responsible for implementation of resident care policies and coordination of medical care in the facility. | E | 2026-02-13 |
| 2025-12-31 | Health | F0880 | Provide and implement an infection prevention and control program. | E | 2026-02-13 |
| 2024-12-12 | Health | F0550 | Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights. | E | 2025-01-14 |
| 2024-12-12 | Health | F0604 | Ensure that each resident is free from the use of physical restraints, unless needed for medical treatment. | D | 2025-01-14 |
| 2024-12-12 | Health | F0658 | Ensure services provided by the nursing facility meet professional standards of quality. | E | 2025-01-14 |
| 2024-12-12 | Health | F0677 | Provide care and assistance to perform activities of daily living for any resident who is unable. | D | 2025-01-14 |
| 2024-12-12 | Health | F0699 | Provide care or services that was trauma informed and/or culturally competent. | D | 2025-01-14 |
| 2024-12-12 | Health | F0842 | Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards. | D | 2025-01-14 |
| 2024-12-12 | Health | F0880 | Provide and implement an infection prevention and control program. | F | 2025-01-14 |
| 2023-12-19 | Health | F0550 | Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights. | E | 2024-02-02 |
| 2023-12-19 | Health | F0558 | Reasonably accommodate the needs and preferences of each resident. | D | 2024-01-24 |
| 2023-12-19 | Health | F0580 | Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident. | D | 2024-01-24 |
| 2023-12-19 | Health | F0584 | 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. | E | 2024-01-24 |
| 2023-12-19 | Health | F0600 | Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody. | E | 2024-01-24 |
| 2023-12-19 | Health | F0607 | Develop and implement policies and procedures to prevent abuse, neglect, and theft. | H | 2024-01-24 |
| 2023-12-19 | Health | F0609 | Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities. | E | 2024-01-24 |
| 2023-12-19 | Health | F0637 | Assess the resident when there is a significant change in condition | D | 2024-01-24 |
| 2023-12-19 | Health | F0656 | Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured. | E | 2024-01-24 |
| 2023-12-19 | Health | F0657 | Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals. | D | 2024-01-24 |
| 2023-12-19 | Health | F0658 | Ensure services provided by the nursing facility meet professional standards of quality. | D | 2024-01-24 |
| 2023-12-19 | Health | F0677 | Provide care and assistance to perform activities of daily living for any resident who is unable. | E | 2024-01-24 |
| 2023-12-19 | Health | F0679 | Provide activities to meet all resident's needs. | F | 2024-01-24 |
| 2023-12-19 | Health | F0686 | Provide appropriate pressure ulcer care and prevent new ulcers from developing. | D | 2024-01-24 |
| 2023-12-19 | Health | F0687 | Provide appropriate foot care. | D | 2024-01-24 |
| 2023-12-19 | Health | F0689 | Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents. | E | 2024-01-24 |
| 2023-12-19 | Health | F0699 | Provide care or services that was trauma informed and/or culturally competent. | H | 2024-01-24 |
| 2023-12-19 | Health | F0725 | Provide enough nursing staff every day to meet the needs of every resident; and have a licensed nurse in charge on each shift. | I | 2024-01-24 |
| 2023-12-19 | Health | F0730 | Observe each nurse aide's job performance and give regular training. | E | 2024-01-24 |
| 2023-12-19 | Health | F0732 | Post nurse staffing information every day. | C | 2024-01-24 |
| 2023-12-19 | Health | F0761 | 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. | E | 2024-02-02 |
| 2023-12-19 | Health | F0808 | Ensure therapeutic diets are prescribed by the attending physician and may be delegated to a registered or licensed dietitian, to the extent allowed by State law. | D | 2024-02-02 |
| 2023-12-19 | Health | F0810 | Provide special eating equipment and utensils for residents who need them and appropriate assistance. | D | 2024-02-02 |
| 2023-12-19 | Health | F0812 | Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards. | E | 2024-02-02 |
| 2023-12-19 | Health | F0837 | Establish a governing body that is legally responsible for establishing and implementing policies for managing and operating the facility and appoints a properly licensed administrator responsible for managing the facility. | I | 2024-01-24 |
| 2023-12-19 | Health | F0842 | Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards. | E | 2024-01-24 |
| 2023-12-19 | Health | F0947 | Ensure nurse aides have the skills they need to care for residents, and give nurse aides education in dementia care and abuse prevention. | E | 2024-01-24 |
| 2023-09-28 | Health · complaint | F0604 | Ensure that each resident is free from the use of physical restraints, unless needed for medical treatment. | D | 2023-10-31 |
scope_severity uses the CMS letter grid: A is least serious, L most. J, K and L are immediate jeopardy. Rows are the surveyor's findings of record, not the model's opinion.
Licensure actions
0No licensure actions on record for this facility. Absence of a record here means the sources CII ingests contain none, not that none exists anywhere.
Ownership
19| Owner | Role | Pct | From | Status | Source |
|---|---|---|---|---|---|
| 694 WORCESTER ST LLC | Individual has financial interest in both related organization and provider | — | 2023-01-01 | current | hcris_a_8_1 |
| 695 WORCESTER ST LLC | Individual has financial interest in both related organization and provider | — | 2024-01-01 | current | hcris_a_8_1 |
| BERKOWITZ, BENJAMIN | CORPORATE OFFICER | — | 2022-12-27 | current | pecos_ownership |
| BERKOWITZ, DAVID | OPERATIONAL/MANAGERIAL CONTROL | — | 2022-12-27 | current | pecos_ownership |
| CURIS SERVICES LLC | ADP OF THE SNF | — | 2022-12-27 | current | pecos_ownership |
| LABELLA, CATERINA | CORPORATE OFFICER | — | 2022-12-27 | current | pecos_ownership |
| MA HOLDCO OP, LLC | DIRECT OWNERSHIP INTEREST | — | 2022-12-27 | current | pecos_ownership |
| MA5 POINTE MANAGER LLC | OPERATIONAL/MANAGERIAL CONTROL | — | 2022-12-27 | current | pecos_ownership |
| MA5 POINTE MANAGER LLC | ADP OF THE SNF | — | 2025-06-24 | current | pecos_ownership |
| MEYSTEL, YOSEF | OPERATIONAL/MANAGERIAL CONTROL | — | 2022-12-27 | current | pecos_ownership |
| MONTGOMERY, ROBERT | OPERATIONAL/MANAGERIAL CONTROL | — | 2022-12-27 | current | pecos_ownership |
| POINTE GROUP CARE LLC | ADP OF THE SNF | — | 2025-06-24 | current | pecos_ownership |
| POINTE GROUP CARE LLC | OPERATIONAL/MANAGERIAL CONTROL | — | 2022-12-27 | current | pecos_ownership |
| POINTE PROPERTY LLC | ADP OF THE SNF | — | 2022-12-27 | current | pecos_ownership |
| BENJAMIN BERKOWITZ | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | 60% | 2022-12-27 | ended 2026-05-18 | pecos_ownership |
| DAVID BERKOWITZ | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | 20% | 2022-12-27 | ended 2026-05-18 | pecos_ownership |
| YOSEF MEYSTEL | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | 20% | 2022-12-27 | ended 2026-05-18 | pecos_ownership |
| CATERINA LABELLA | CORPORATE OFFICER | — | 2022-12-27 | ended 2026-05-18 | pecos_ownership |
| ROBERT MONTGOMERY | OPERATIONAL/MANAGERIAL CONTROL | — | 2022-12-27 | ended 2026-05-18 | pecos_ownership |
PECOS ownership and managing-control associations. Current edges have no end date in the source; historical edges are retained.
Transactions
1| Close date | Price | Buyer | Seller | Evidence |
|---|---|---|---|---|
| 2022-12-27 | — | ADVINIACARE NEWTON WELLESLEY LLC | VK WELLESLEY LLC | chow |
Comparable trades — MA snf
12| Close | Facility | Price | $/bed | Cap rate | Beds | Buyer |
|---|---|---|---|---|---|---|
| 2025-09-29 | Hadley Pointe Nursing Rehab & Care | — | — | — | 154 | HADLEY CENTER LLC |
| 2025-08-01 | Alliance Health at Coleman | — | — | — | 45 | ALLIANCE HEALTH OF NORTHBOROUGH INC |
| 2025-05-28 | PALM SPRINGS POST ACUTE | — | — | — | 124 | PALM SPRINGS OPERATOR LLC |
| 2025-05-28 | HAMPDEN POST ACUTE | — | — | — | 135 | HAMPDEN OPERATOR LLC |
| 2025-04-01 | BROCKTON POST ACUTE CARE | — | — | — | 169 | BROCKTON OPERATOR LLC |
| 2025-04-01 | HIGHLAND PARK REHABILITATION AND HEALTHCARE CENTER | — | — | — | 195 | HIGHLAND PARK OPERATOR LLC |
| 2025-03-01 | THE CENTER AT ADVOCATE | — | — | — | 190 | THE CENTER AT ADVOCATE LLC |
| 2025-03-01 | Premier Healthcare at Harrington House | — | — | — | 90 | 160 MAIN STREET WALPOLE OPERATOR LLC |
| 2025-02-28 | PORT REHABILITATION AND HEALTHCARE CENTER | — | — | — | 123 | NEWBURYPORT SNF OPERATIONS LLC |
| 2025-02-28 | MASCONOMET REHABILITATION AND HEALTHCARE CENTER | — | — | — | 123 | TOPSFIELD SNF OPERATIONS LLC |
| 2025-02-28 | SIPPICAN REHABILITATION AND HEALTHCARE CENTER | — | — | — | 123 | MARION SNF OPERATIONS LLC |
| 2025-02-28 | NEMASKET REHABILITATION AND HEALTHCARE CENTER | — | — | — | 102 | MIDDLEBOROUGH SNF OPERATIONS LLC |
Most recent same-state, same-setting trades. Most CHOW-derived trades carry no disclosed consideration, so price, $/bed, and cap rate show only where a sale price was resolved from a deed or filing — blanks are honest, not missing data.
Market rent context
8| Geo | Kind | BR | Amount | As of | Source |
|---|---|---|---|---|---|
| county 25021 | acs median gross | 0 | $1,664 | 2024-12-31 | CENSUS_ACS5 |
| county 25021 | acs median gross | 1 | $1,877 | 2024-12-31 | CENSUS_ACS5 |
| county 25021 | acs median gross | 2 | $2,314 | 2024-12-31 | CENSUS_ACS5 |
| county 25021 | acs median gross | 3 | $2,488 | 2024-12-31 | CENSUS_ACS5 |
| county 25021 | acs median gross | 4 | $2,959 | 2024-12-31 | CENSUS_ACS5 |
| county 25021 | acs median gross | 5 | $2,191 | 2024-12-31 | CENSUS_ACS5 |
| county 25021 | acs median gross | $2,149 | 2024-12-31 | CENSUS_ACS5 | |
| county 25021 | acs recent mover gross | $2,459 | 2024-12-31 | CENSUS_ACS5 |
ACS median gross rents and HUD FMR/SAFMR for the facility's county and ZIP. Context for underwriting, not facility pricing.