Composite
21.1 / 100 percentile
Screener / 225472
A
JEFFREY & SUSAN BRUDNICK CENTER FOR LIVING
snfMA
240 LYNNFIELD STREET, PEABODY, MA 01960 · CCN 225472 · chain CHELSEA JEWISH LIFECARE INC
Peer group
snf n = 14,684
Evidence depth
deep
Certified beds
180
Model
v1.2
Reads as: riskier than 21.1% 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 signals2Components16CHOW radar1Distress radar1Staffing16Penalties1Deficiencies25Licensure0Ownership64Related party5Transactions0Comps12Market rent30
Composite explanation
5| Component | Percentile | Raw | Weight | Weight share | Contribution | Counts |
|---|---|---|---|---|---|---|
| regulatory risk | 62.5 | 54.3 | 0.30 | 0.2308 | 14.42 | in index |
| billing conduct | 44.2 | 37.0 | 0.30 | 0.2308 | 10.20 | in index |
| financial risk | 31.9 | 35.0 | 0.30 | 0.2308 | 7.36 | in index |
| staffing risk | 13.8 | 13.9 | 0.25 | 0.1923 | 2.65 | in index |
| chow risk | 17.0 | 16.6 | 0.15 | 0.1154 | 1.96 | 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
2| Kind | Finding | Signal | Subject | First seen |
|---|---|---|---|---|
| connection | Owner spans multiple chains | 16 chains | BAKER TILLY ADVISORY GROUP LP | 77 facilities |
| connection | Owner spans multiple chains | 15 chains | BAKER TILLY US LLP | 63 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 | 37.0 | 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 | 8.1 | A | v0.6 | default · in composite | |
| financial risk | 35.0 | B | v0.5 | default · in composite | R18. |
| p adverse action 12m | 0.8 | — | 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 | 0.4 | — | 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 | 54.3 | C | v0.3 | default · in composite | Deficiency-based, SNF population. Runs alongside v0.5-pos. |
| staffing risk | 13.9 | A | v0.3 | default · in composite | Cost-report staffing, SNF population. Runs alongside v0.4-pos, which covers ICF/IID from POS. |
| financial risk | 85.7 | F | 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 | 65.7 | D | 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 | 51.2 | C | 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 | 37.4 | 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 | 54.1 | C | 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 | 54.1 | C | 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 | 13.9 | A | 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 | 13.9 | A | 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)
0.4%
model v0.1 · computed 2026-07-29
Percentile among SNFs
50.4
100 = most likely to sell
Holdout AUC
0.874
evaluated before shipping, never refit
| Driver | Value | Pull on odds | |
|---|---|---|---|
| For-profit ownership | 0.00 | -1.24 | |
| Never sold on record | 1.00 | +0.62 | |
| Current owner tenure (years) | 25.00 | +0.57 | |
| No PBJ staffing report | 0.00 | +0.42 | |
| Occupancy | 0.78 | -0.25 | |
| Total nurse staffing (HPRD) | 4.15 | -0.22 | |
| Ownership changes, last 5 years | 0.00 | +0.20 | |
| Deficiencies, last 12 months | 0.00 | -0.17 |
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)
0.8%
model v0.1 · computed 2026-07-29
Percentile among SNFs
83.5
100 = most likely to lose certification
Holdout AUC
0.971
top decile caught 95% of actual exits
| Driver | Value | Pull on odds | |
|---|---|---|---|
| For-profit ownership | 0.00 | +1.62 | |
| Deficiencies, last 12 months | 0.00 | +1.43 | |
| Total nurse staffing (HPRD) | 4.15 | -0.39 | |
| No PBJ staffing report | 0.00 | +0.39 | |
| Chain size (log) | 2.56 | -0.29 | |
| Fine amount, 12m (log) | 0.00 | +0.18 | |
| Facility size (log beds) | 5.20 | -0.18 | |
| Occupancy | 0.78 | -0.14 |
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 | 4.15 | 3.39 | 3.28 | 2.90–3.77 |
| RN | 0.40 | 0.39 | 0.39 | 0.25–0.58 |
| Weekend total | 4.15 | 3.26 | 3.11 | — |
| Weekday total | 4.15 | 3.44 | 3.35 | — |
| Quarter | Days | Avg census | Total HPRD | RN | LPN | CNA | Weekend | Contract % |
|---|---|---|---|---|---|---|---|---|
| 2025Q4 | 92 | 140.8 | 4.15 | 0.40 | 0.80 | 2.96 | 4.15 | 0.0% |
| 2025Q3 | 92 | 139.4 | 4.25 | 0.32 | 0.94 | 2.99 | 4.14 | 0.0% |
| 2025Q2 | 91 | 139.2 | 4.28 | 0.35 | 0.89 | 3.04 | 4.18 | 0.0% |
| 2025Q1 | 90 | 142.3 | 4.09 | 0.33 | 0.86 | 2.89 | 4.16 | 0.0% |
| 2024Q4 | 92 | 140.9 | 4.17 | 0.29 | 0.91 | 2.97 | 4.22 | 0.0% |
| 2024Q3 | 92 | 139.7 | 4.13 | 0.35 | 0.83 | 2.95 | 4.14 | 0.4% |
| 2024Q2 | 91 | 140.3 | 4.14 | 0.34 | 0.83 | 2.97 | 4.10 | 0.0% |
| 2024Q1 | 91 | 143.2 | 4.02 | 0.32 | 0.85 | 2.85 | 3.95 | 0.0% |
| 2023Q4 | 92 | 143.1 | 4.04 | 0.35 | 0.81 | 2.88 | 3.98 | 0.0% |
| 2023Q3 | 92 | 144.7 | 3.95 | 0.42 | 0.72 | 2.81 | 3.86 | 0.0% |
| 2023Q2 | 91 | 145.3 | 4.23 | 0.38 | 0.73 | 3.12 | 4.11 | 0.0% |
| 2023Q1 | 90 | 144.9 | 4.17 | 0.34 | 0.78 | 3.06 | 4.20 | 0.0% |
| 2022Q4 | 92 | 137.4 | 4.29 | 0.49 | 0.73 | 3.07 | 4.31 | 0.0% |
| 2022Q3 | 92 | 138.6 | 4.30 | 0.53 | 0.71 | 3.05 | 4.29 | 0.0% |
| 2022Q2 | 91 | 132.9 | 4.64 | 0.49 | 0.73 | 3.42 | 4.46 | 0.0% |
| 2022Q1 | 90 | 134.4 | 4.56 | 0.47 | 0.76 | 3.33 | 4.50 | 0.0% |
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 |
|---|---|---|---|
| 2024-02-01 | Fine | $10,194 | CMS provider data |
Total fines on record: $10,194
Deficiencies
25D × 19E × 5G × 1
deficiencies by survey year
| Survey | Type | Tag | Deficiency | Scope | Corrected |
|---|---|---|---|---|---|
| 2025-01-30 | Health | F0550 | Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights. | D | 2025-03-02 |
| 2025-01-30 | Health | F0641 | Ensure each resident receives an accurate assessment. | D | 2025-03-02 |
| 2025-01-30 | 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 | 2025-03-02 |
| 2025-01-30 | Health | F0685 | Assist a resident in gaining access to vision and hearing services. | D | 2025-03-02 |
| 2024-02-01 | Health | F0637 | Assess the resident when there is a significant change in condition | D | 2024-03-17 |
| 2024-02-01 | Health | F0641 | Ensure each resident receives an accurate assessment. | E | 2024-03-17 |
| 2024-02-01 | 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 | 2024-03-17 |
| 2024-02-01 | Health | F0658 | Ensure services provided by the nursing facility meet professional standards of quality. | D | 2024-03-17 |
| 2024-02-01 | Health | F0686 | Provide appropriate pressure ulcer care and prevent new ulcers from developing. | E | 2024-03-17 |
| 2024-02-01 | Health | F0689 | Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents. | G | 2024-03-17 |
| 2024-02-01 | Health | F0694 | Provide for the safe, appropriate administration of IV fluids for a resident when needed. | D | 2024-03-17 |
| 2024-02-01 | Health | F0695 | Provide safe and appropriate respiratory care for a resident when needed. | D | 2024-03-17 |
| 2024-02-01 | Health | F0699 | Provide care or services that was trauma informed and/or culturally competent. | D | 2024-03-17 |
| 2024-02-01 | Health | F0759 | Ensure medication error rates are not 5 percent or greater. | E | 2024-03-17 |
| 2024-02-01 | 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. | D | 2024-03-17 |
| 2024-02-01 | Health | F0810 | Provide special eating equipment and utensils for residents who need them and appropriate assistance. | D | 2024-03-17 |
| 2024-02-01 | Health | F0842 | Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards. | D | 2024-03-17 |
| 2024-02-01 | Health | F0880 | Provide and implement an infection prevention and control program. | D | 2024-03-17 |
| 2022-12-22 | Health | F0636 | Assess the resident completely in a timely manner when first admitted, and then periodically, at least every 12 months. | D | 2023-02-03 |
| 2022-12-22 | Health | F0655 | Create and put into place a plan for meeting the resident's most immediate needs within 48 hours of being admitted | D | 2023-02-03 |
| 2022-12-22 | 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 | 2023-02-03 |
| 2022-12-22 | Health | F0658 | Ensure services provided by the nursing facility meet professional standards of quality. | D | 2023-02-03 |
| 2022-12-22 | Health | F0756 | Ensure a licensed pharmacist perform a monthly drug regimen review, including the medical chart, following irregularity reporting guidelines in developed policies and procedures. | D | 2023-02-03 |
| 2022-12-22 | Health | F0758 | Implement gradual dose reductions(GDR) and non-pharmacological interventions, unless contraindicated, prior to initiating or instead of continuing psychotropic medication; and PRN orders for psychotropic medications are only used when the medication is necessary and PRN use is limited. | E | 2023-02-03 |
| 2022-12-22 | Health | F0812 | Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards. | D | 2023-02-03 |
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
64| Owner | Role | Pct | From | Status | Source |
|---|---|---|---|---|---|
| CHELSEA JEWISH LIFECARE INC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | 100% | 2017-01-01 | current | pecos_ownership |
| LEGACY LIFECARE INC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | 100% | 2021-01-01 | current | pecos_ownership |
| ANFANG, STUART | CORPORATE DIRECTOR | — | 2020-01-01 | current | pecos_ownership |
| BAKER TILLY ADVISORY GROUP, LP | OPERATIONAL/MANAGERIAL CONTROL | — | 2024-02-19 | current | pecos_ownership |
| BAKER TILLY ADVISORY GROUP, LP | ADP OF THE SNF | — | 2025-04-03 | current | pecos_ownership |
| BAKER TILLY US, LLP | ADP OF THE SNF | — | 2025-04-03 | current | pecos_ownership |
| BAKER TILLY US, LLP | OPERATIONAL/MANAGERIAL CONTROL | — | 2025-02-19 | current | pecos_ownership |
| BERMAN, ADAM | CORPORATE OFFICER | — | 2014-11-26 | current | pecos_ownership |
| BERMAN, ADAM | OPERATIONAL/MANAGERIAL CONTROL | — | 2012-01-01 | current | pecos_ownership |
| BERMAN, BARRY | CORPORATE OFFICER | — | 2014-11-26 | current | pecos_ownership |
| BERMAN, BARRY | OPERATIONAL/MANAGERIAL CONTROL | — | — | current | pecos_ownership |
| BRUDNICK, JEFFREY | CORPORATE DIRECTOR | — | 2014-11-26 | current | pecos_ownership |
| CHELSEA JEWISH LIFECARE INC | ADP OF THE SNF | — | 2025-03-28 | current | pecos_ownership |
| CHELSEA JEWISH LIFECARE INC | OPERATIONAL/MANAGERIAL CONTROL | — | 2021-01-01 | current | pecos_ownership |
| CRESCENZO, DONNA | OPERATIONAL/MANAGERIAL CONTROL | — | 2010-12-13 | current | pecos_ownership |
| DESESA, VANESSA | OPERATIONAL/MANAGERIAL CONTROL | — | 2026-01-05 | current | pecos_ownership |
| FIEBELKORN, DOUGLAS | OPERATIONAL/MANAGERIAL CONTROL | — | 2022-11-01 | current | pecos_ownership |
| FORMAN, SHARON | OPERATIONAL/MANAGERIAL CONTROL | — | 2016-11-26 | current | pecos_ownership |
| FORMAN, SHARON | CORPORATE DIRECTOR | — | 2014-11-26 | current | pecos_ownership |
| GOLDSMITH, SUSAN | CORPORATE DIRECTOR | — | 2018-05-01 | current | pecos_ownership |
| GOMEZ, MARCO | ADP OF THE SNF | — | 2007-12-03 | current | pecos_ownership |
| GREENSPAN, HOWARD | CORPORATE DIRECTOR | — | 2018-01-01 | current | pecos_ownership |
| HENTOSH, MAUREEN | ADP OF THE SNF | — | 2018-05-21 | current | pecos_ownership |
| MILLARD, MICHAEL | ADP OF THE SNF | — | 2013-04-08 | current | pecos_ownership |
| MULLEN, ELIZABETH | CORPORATE OFFICER | — | 2014-11-26 | current | pecos_ownership |
| RICHMAN, GILDA | CORPORATE OFFICER | — | 2014-11-26 | current | pecos_ownership |
| RICHMAN, GILDA | OPERATIONAL/MANAGERIAL CONTROL | — | 2015-11-26 | current | pecos_ownership |
| RODRIGUEZ, HERNANDO | ADP OF THE SNF | — | 2017-04-18 | current | pecos_ownership |
| ROSEN, RONALD | OPERATIONAL/MANAGERIAL CONTROL | — | 2007-11-01 | current | pecos_ownership |
| ROSEN, RONALD | ADP OF THE SNF | — | 2025-04-03 | current | pecos_ownership |
| SACCO, ASHLEY | OPERATIONAL/MANAGERIAL CONTROL | — | 2019-09-10 | current | pecos_ownership |
| SANTERRE, JENNIFER | OPERATIONAL/MANAGERIAL CONTROL | — | 2021-07-01 | current | pecos_ownership |
| STARION, TAMMY | OPERATIONAL/MANAGERIAL CONTROL | — | 2016-08-22 | current | pecos_ownership |
| STARION, TAMMY | ADP OF THE SNF | — | 2016-02-16 | current | pecos_ownership |
| VAN ECK, LISA | ADP OF THE SNF | — | 2007-02-25 | current | pecos_ownership |
| WEISS, JUDY | OPERATIONAL/MANAGERIAL CONTROL | — | 2014-11-26 | current | pecos_ownership |
| ADAM BERMAN | CORPORATE OFFICER | 10% | 2014-11-26 | ended 2026-05-18 | pecos_ownership |
| BARRY BERMAN | CORPORATE DIRECTOR | 10% | — | ended 2026-05-18 | pecos_ownership |
| BARRY BERMAN | CORPORATE OFFICER | 10% | 2014-11-26 | ended 2026-05-18 | pecos_ownership |
| DOUGLAS FIEBELKORN | CORPORATE DIRECTOR | 10% | 2022-11-01 | ended 2026-05-18 | pecos_ownership |
| ELIZABETH MULLEN | CORPORATE OFFICER | 10% | 2014-11-26 | ended 2026-05-18 | pecos_ownership |
| GILDA RICHMAN | CORPORATE DIRECTOR | 10% | 2014-11-26 | ended 2026-05-18 | pecos_ownership |
| JEFFREY BRUDNICK | CORPORATE DIRECTOR | 10% | 2014-11-26 | ended 2026-05-18 | pecos_ownership |
| JUDY WEISS | CORPORATE DIRECTOR | 10% | 2014-11-26 | ended 2026-05-18 | pecos_ownership |
| STUART ANFANG | CORPORATE DIRECTOR | 10% | 2020-01-01 | ended 2026-05-18 | pecos_ownership |
| SUSAN GOLDSMITH | CORPORATE DIRECTOR | 10% | 2018-05-01 | ended 2026-05-18 | pecos_ownership |
| ADAM BERMAN | OPERATIONAL/MANAGERIAL CONTROL | — | 2012-01-01 | ended 2026-05-18 | pecos_ownership |
| ASHLEY SACCO | OPERATIONAL/MANAGERIAL CONTROL | — | 2019-09-10 | ended 2026-05-18 | pecos_ownership |
| DONNA CRESCENZO | OPERATIONAL/MANAGERIAL CONTROL | — | 2010-12-13 | ended 2026-05-18 | pecos_ownership |
| GILDA RICHMAN | OPERATIONAL/MANAGERIAL CONTROL | — | 2015-11-26 | ended 2026-05-18 | pecos_ownership |
| HERNANDO RODRIGUEZ | ADP OF THE SNF | — | 2017-04-18 | ended 2026-05-18 | pecos_ownership |
| HOWARD GREENSPAN | CORPORATE DIRECTOR | — | 2018-01-01 | ended 2026-05-18 | pecos_ownership |
| JENNIFER SANTERRE | CORPORATE OFFICER | — | 2021-07-01 | ended 2026-05-18 | pecos_ownership |
| LISA VAN ECK | OPERATIONAL/MANAGERIAL CONTROL | — | 2007-02-25 | ended 2026-05-18 | pecos_ownership |
| MARCO GOMEZ | ADP OF THE SNF | — | 2007-12-03 | ended 2026-05-18 | pecos_ownership |
| MAUREEN HENTOSH | ADP OF THE SNF | — | 2018-05-21 | ended 2026-05-18 | pecos_ownership |
| MICHAEL MILLARD | ADP OF THE SNF | — | 2013-04-08 | ended 2026-05-18 | pecos_ownership |
| RONALD ROSEN | ADP OF THE SNF | — | 2025-04-03 | ended 2026-05-18 | pecos_ownership |
| RONALD ROSEN | OPERATIONAL/MANAGERIAL CONTROL | — | 2007-11-01 | ended 2026-05-18 | pecos_ownership |
| SHARON FOREMAN | OPERATIONAL/MANAGERIAL CONTROL | — | 2016-11-26 | ended 2026-05-18 | pecos_ownership |
| SHARON FOREMAN | CORPORATE DIRECTOR | — | 2014-11-26 | ended 2026-05-18 | pecos_ownership |
| TAMMY STARION | OPERATIONAL/MANAGERIAL CONTROL | — | 2016-08-22 | ended 2026-05-18 | pecos_ownership |
| TAMMY STARION | ADP OF THE SNF | — | 2016-02-16 | ended 2026-05-18 | pecos_ownership |
| VANESSA DESESA | ADP OF THE SNF | — | 2026-01-05 | 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
0No transactions on record for this facility. Absence of a record here means the sources CII ingests contain none, not that none exists anywhere.
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
30| Geo | Kind | BR | Amount | As of | Source |
|---|---|---|---|---|---|
| county 25009 | acs median gross | 0 | $1,355 | 2024-12-31 | CENSUS_ACS5 |
| county 25009 | acs median gross | 1 | $1,383 | 2024-12-31 | CENSUS_ACS5 |
| county 25009 | acs median gross | 2 | $1,864 | 2024-12-31 | CENSUS_ACS5 |
| county 25009 | acs median gross | 3 | $1,998 | 2024-12-31 | CENSUS_ACS5 |
| county 25009 | acs median gross | 4 | $2,198 | 2024-12-31 | CENSUS_ACS5 |
| county 25009 | acs median gross | 5 | $2,425 | 2024-12-31 | CENSUS_ACS5 |
| county 25009 | acs median gross | $1,756 | 2024-12-31 | CENSUS_ACS5 | |
| county 25009 | acs recent mover gross | $2,174 | 2024-12-31 | CENSUS_ACS5 | |
| zcta 01960 | acs median gross | 0 | $1,721 | 2024-12-31 | CENSUS_ACS5 |
| zcta 01960 | acs median gross | 1 | $1,796 | 2024-12-31 | CENSUS_ACS5 |
| zcta 01960 | acs median gross | 2 | $2,028 | 2024-12-31 | CENSUS_ACS5 |
| zcta 01960 | acs median gross | 3 | $2,237 | 2024-12-31 | CENSUS_ACS5 |
| zcta 01960 | acs median gross | 4 | $3,021 | 2024-12-31 | CENSUS_ACS5 |
| zcta 01960 | acs median gross | $1,950 | 2024-12-31 | CENSUS_ACS5 | |
| zcta 01960 | acs recent mover gross | $2,113 | 2024-12-31 | CENSUS_ACS5 | |
| zip 01960 | payment standard 110 | 0 | $2,244 | 2025-10-01 | HUD_USER_SAFMR |
| zip 01960 | payment standard 90 | 0 | $1,836 | 2025-10-01 | HUD_USER_SAFMR |
| zip 01960 | safmr | 0 | $2,040 | 2025-10-01 | HUD_USER_SAFMR |
| zip 01960 | payment standard 110 | 1 | $2,376 | 2025-10-01 | HUD_USER_SAFMR |
| zip 01960 | payment standard 90 | 1 | $1,944 | 2025-10-01 | HUD_USER_SAFMR |
| zip 01960 | safmr | 1 | $2,160 | 2025-10-01 | HUD_USER_SAFMR |
| zip 01960 | payment standard 110 | 2 | $2,816 | 2025-10-01 | HUD_USER_SAFMR |
| zip 01960 | payment standard 90 | 2 | $2,304 | 2025-10-01 | HUD_USER_SAFMR |
| zip 01960 | safmr | 2 | $2,560 | 2025-10-01 | HUD_USER_SAFMR |
| zip 01960 | payment standard 110 | 3 | $3,388 | 2025-10-01 | HUD_USER_SAFMR |
| zip 01960 | payment standard 90 | 3 | $2,772 | 2025-10-01 | HUD_USER_SAFMR |
| zip 01960 | safmr | 3 | $3,080 | 2025-10-01 | HUD_USER_SAFMR |
| zip 01960 | payment standard 110 | 4 | $3,729 | 2025-10-01 | HUD_USER_SAFMR |
| zip 01960 | payment standard 90 | 4 | $3,051 | 2025-10-01 | HUD_USER_SAFMR |
| zip 01960 | safmr | 4 | $3,390 | 2025-10-01 | HUD_USER_SAFMR |
ACS median gross rents and HUD FMR/SAFMR for the facility's county and ZIP. Context for underwriting, not facility pricing.