Composite
56.2 / 100 percentile
Screener / 495141
B
ALLEGHANY HEALTH AND REHAB
snfVA
1725 MAIN STREET, CLIFTON FORGE, VA 24422 · CCN 495141 · chain TRIO HEALTHCARE LLC
Peer group
snf n = 14,684
Evidence depth
deep
Certified beds
105
Model
v1.2
Reads as: riskier than 56.2% 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 signals1Components16CHOW radar1Distress radar1Staffing16Penalties2Deficiencies59Licensure0Ownership10Related party5Transactions1Comps12Market rent30
Composite explanation
5| Component | Percentile | Raw | Weight | Weight share | Contribution | Counts |
|---|---|---|---|---|---|---|
| regulatory risk | 93.5 | 91.2 | 0.30 | 0.2308 | 21.58 | in index |
| billing conduct | 48.9 | 38.9 | 0.30 | 0.2308 | 11.28 | in index |
| staffing risk | 52.5 | 52.5 | 0.25 | 0.1923 | 10.10 | in index |
| financial risk | 18.1 | 25.7 | 0.30 | 0.2308 | 4.18 | in index |
| chow risk | 30.3 | 37.3 | 0.15 | 0.1154 | 3.50 | 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
1| Kind | Finding | Signal | Subject | First seen |
|---|---|---|---|---|
| connection | Owner spans multiple chains | 7 chains | RUBENSTEIN DAVID | 31 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 | 38.9 | B | v0.1-pacpuf-snf | default · in composite | R22. PAC PUF SNF 2023. PDPM coding intensity vs acuity, stay length, charge markup. |
| chow risk | 21.9 | A | 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 | 52.8 | C | v0.6 | default · in composite | |
| financial risk | 25.7 | B | v0.5 | default · in composite | R18. |
| p adverse action 12m | 0.0 | — | 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 | 0.1 | — | 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 | 91.2 | F | v0.3 | default · in composite | Deficiency-based, SNF population. Runs alongside v0.5-pos. |
| staffing risk | 52.5 | C | v0.3 | default · in composite | Cost-report staffing, SNF population. Runs alongside v0.4-pos, which covers ICF/IID from POS. |
| financial risk | 86.2 | 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 | 66.2 | 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 | 40.8 | 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 | 31.3 | 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 | 91.2 | 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 | 91.2 | 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 | 52.5 | C | 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 | 52.5 | C | 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)
0.1%
model v0.1 · computed 2026-07-29
Percentile among SNFs
25.3
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) | 9.62 | -0.91 | |
| For-profit ownership | 1.00 | +0.69 | |
| No PBJ staffing report | 0.00 | +0.42 | |
| Occupancy | 0.81 | -0.32 | |
| Ownership changes, last 5 years | 0.00 | +0.20 | |
| Chain size (log) | 2.30 | +0.09 | |
| Contract staffing share | 0.11 | +0.07 |
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)
0.0%
model v0.1 · computed 2026-07-29
Percentile among SNFs
27.7
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 | 1.00 | -0.69 | |
| Deficiencies, last 12 months | 5.00 | +0.50 | |
| No PBJ staffing report | 0.00 | +0.39 | |
| Never sold on record | 0.00 | -0.28 | |
| Occupancy | 0.81 | -0.24 | |
| Fine amount, 12m (log) | 0.00 | +0.18 | |
| Current owner tenure (years) | 9.62 | -0.14 | |
| Chain size (log) | 2.30 | -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 | VA median | National median | National p25–p75 |
|---|---|---|---|---|
| Total nurse | 3.25 | 3.13 | 3.28 | 2.90–3.77 |
| RN | 0.41 | 0.30 | 0.39 | 0.25–0.58 |
| Weekend total | 3.09 | 2.96 | 3.11 | — |
| Weekday total | 3.31 | 3.20 | 3.35 | — |
| Quarter | Days | Avg census | Total HPRD | RN | LPN | CNA | Weekend | Contract % |
|---|---|---|---|---|---|---|---|---|
| 2025Q4 | 92 | 84.7 | 3.25 | 0.41 | 0.73 | 2.10 | 3.09 | 11.0% |
| 2025Q3 | 92 | 85.3 | 3.28 | 0.40 | 0.56 | 2.32 | 3.02 | 10.2% |
| 2025Q2 | 91 | 87.3 | 2.67 | 0.32 | 0.58 | 1.78 | 2.49 | 7.3% |
| 2025Q1 | 90 | 85.5 | 3.13 | 0.45 | 0.66 | 2.02 | 3.07 | 3.8% |
| 2024Q4 | 92 | 84.1 | 3.42 | 0.55 | 0.81 | 2.06 | 3.26 | 0.0% |
| 2024Q3 | 92 | 88.1 | 3.24 | 0.43 | 0.69 | 2.12 | 3.05 | 0.0% |
| 2024Q2 | 91 | 92.5 | 3.10 | 0.31 | 0.74 | 2.06 | 3.14 | 0.0% |
| 2024Q1 | 91 | 94.5 | 2.85 | 0.25 | 0.68 | 1.91 | 2.80 | 0.1% |
| 2023Q4 | 92 | 92.2 | 3.13 | 0.33 | 0.82 | 1.97 | 3.05 | 0.0% |
| 2023Q3 | 92 | 93.9 | 2.92 | 0.28 | 0.72 | 1.92 | 2.74 | 0.0% |
| 2023Q2 | 91 | 94.3 | 2.83 | 0.35 | 0.78 | 1.70 | 2.61 | 0.0% |
| 2023Q1 | 90 | 96.5 | 2.75 | 0.43 | 0.65 | 1.66 | 2.60 | 0.0% |
| 2022Q4 | 92 | 94.7 | 2.69 | 0.45 | 0.60 | 1.65 | 2.60 | 0.0% |
| 2022Q3 | 92 | 94.1 | 2.71 | 0.36 | 0.68 | 1.68 | 2.63 | 0.0% |
| 2022Q2 | 91 | 91.9 | 2.46 | 0.24 | 0.61 | 1.61 | 2.41 | 0.5% |
| 2022Q1 | 90 | 83.5 | 2.39 | 0.18 | 0.63 | 1.57 | 2.34 | 8.2% |
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
2fines by year
| Date | Type | Fine | Source |
|---|---|---|---|
| 2025-01-28 | Fine | $87,878 | CMS provider data |
| 2024-03-14 | Fine | $20,820 | CMS provider data |
Total fines on record: $108,698
Deficiencies
59D × 39E × 11F × 5J × 2K × 2
deficiencies by survey year
| Survey | Type | Tag | Deficiency | Scope | Corrected |
|---|---|---|---|---|---|
| 2025-09-11 | Health · complaint | F0580 | Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident. | D | 2026-01-05 |
| 2025-09-11 | Health · complaint | F0610 | Respond appropriately to all alleged violations. | D | 2026-01-05 |
| 2025-09-11 | Health · complaint | F0658 | Ensure services provided by the nursing facility meet professional standards of quality. | D | 2026-01-05 |
| 2025-09-11 | Health · complaint | F0689 | Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents. | D | 2026-01-05 |
| 2025-09-11 | Health · complaint | F0921 | Make sure that the nursing home area is safe, easy to use, clean and comfortable for residents, staff and the public. | D | 2026-01-05 |
| 2025-01-28 | Health · complaint | F0600 | Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody. | K | 2025-03-14 |
| 2025-01-28 | Health · complaint | F0607 | Develop and implement policies and procedures to prevent abuse, neglect, and theft. | K | 2025-03-14 |
| 2025-01-28 | Health · complaint | F0609 | Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities. | D | 2025-03-14 |
| 2025-01-28 | Health · complaint | F0610 | Respond appropriately to all alleged violations. | D | 2025-03-14 |
| 2025-01-28 | Health · complaint | 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 | 2025-03-14 |
| 2025-01-28 | Health · complaint | F0679 | Provide activities to meet all resident's needs. | E | 2025-03-14 |
| 2025-01-28 | Health · complaint | F0730 | Observe each nurse aide's job performance and give regular training. | E | 2025-03-14 |
| 2025-01-28 | Health · complaint | F0732 | Post nurse staffing information every day. | F | 2025-03-14 |
| 2025-01-28 | Health · complaint | F0740 | Ensure each resident must receive and the facility must provide necessary behavioral health care and services. | D | 2025-03-14 |
| 2025-01-28 | Health · complaint | F0742 | Provide the appropriate treatment and services to a resident who displays or is diagnosed with mental disorder or psychosocial adjustment difficulty, or who has a history of trauma and/or post-traumatic stress disorder. | J | 2025-03-14 |
| 2025-01-28 | Health · complaint | F0804 | Ensure food and drink is palatable, attractive, and at a safe and appetizing temperature. | D | 2025-03-14 |
| 2025-01-28 | Health · complaint | F0835 | Administer the facility in a manner that enables it to use its resources effectively and efficiently. | F | 2025-03-14 |
| 2025-01-28 | Health · complaint | F0838 | Conduct and document a facility-wide assessment to determine what resources are necessary to care for residents competently during both day-to-day operations (including nights and weekends) and emergencies. | F | 2025-03-14 |
| 2025-01-28 | Health · complaint | F0840 | Employ or obtain outside professional resources to provide services in the nursing home when the facility does not employ a qualified professional to furnish a required service. | E | 2025-03-14 |
| 2025-01-28 | Health · complaint | F0843 | Have an agreement with at least one or more hospitals certified by Medicare or Medicaid to make sure residents can be moved quickly to the hospital when they need medical care. | F | 2025-03-14 |
| 2025-01-28 | Health · complaint | F0944 | Conduct mandatory training, for all staff, on the facility’s Quality Assurance and Performance Improvement Program. | D | 2025-03-14 |
| 2025-01-28 | Health · complaint | F0945 | Include as part of its infection prevention and control program, mandatory training that includes written standards, policies, and procedures for the program. | D | 2025-03-14 |
| 2024-03-14 | Health · complaint | 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 | 2024-04-24 |
| 2024-03-14 | Health · complaint | F0600 | Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody. | J | 2024-04-24 |
| 2024-03-14 | Health · complaint | F0607 | Develop and implement policies and procedures to prevent abuse, neglect, and theft. | E | 2024-04-24 |
| 2024-03-14 | Health · complaint | F0609 | Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities. | E | 2024-04-24 |
| 2024-03-14 | Health · complaint | F0610 | Respond appropriately to all alleged violations. | E | 2024-04-24 |
| 2024-03-14 | Health · complaint | F0656 | Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured. | D | 2024-04-24 |
| 2024-03-14 | Health · complaint | 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 | 2024-04-24 |
| 2024-03-14 | Health · complaint | F0740 | Ensure each resident must receive and the facility must provide necessary behavioral health care and services. | D | 2024-04-24 |
| 2024-03-14 | Health · complaint | F0745 | Provide medically-related social services to help each resident achieve the highest possible quality of life. | D | 2024-04-24 |
| 2024-03-14 | Health · complaint | F0835 | Administer the facility in a manner that enables it to use its resources effectively and efficiently. | E | 2024-04-24 |
| 2023-04-27 | Health | F0607 | Develop and implement policies and procedures to prevent abuse, neglect, and theft. | D | 2023-06-05 |
| 2023-04-27 | Health | F0609 | Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities. | D | 2023-06-05 |
| 2023-04-27 | Health | F0610 | Respond appropriately to all alleged violations. | D | 2023-06-05 |
| 2023-04-27 | 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 | 2023-06-05 |
| 2023-04-27 | Health | F0677 | Provide care and assistance to perform activities of daily living for any resident who is unable. | D | 2023-06-05 |
| 2023-04-27 | Health | F0684 | Provide appropriate treatment and care according to orders, resident’s preferences and goals. | E | 2023-06-05 |
| 2023-04-27 | Health | F0755 | Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist. | D | 2023-06-05 |
| 2023-04-27 | Health | F0791 | Provide or obtain dental services for each resident. | D | 2023-06-05 |
| 2023-04-27 | Health | F0803 | Ensure menus must meet the nutritional needs of residents, be prepared in advance, be followed, be updated, be reviewed by dietician, and meet the needs of the resident. | D | 2023-06-05 |
| 2023-04-27 | Health | F0809 | Ensure meals and snacks are served at times in accordance with resident’s needs, preferences, and requests. Suitable and nourishing alternative meals and snacks must be provided for residents who want to eat at non-traditional times or outside of scheduled meal times. | E | 2023-06-05 |
| 2023-04-27 | Health | F0810 | Provide special eating equipment and utensils for residents who need them and appropriate assistance. | D | 2023-06-05 |
| 2023-04-27 | Health | F0812 | Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards. | F | 2023-06-05 |
| 2021-09-02 | Health | F0550 | Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights. | D | 2021-09-27 |
| 2021-09-02 | Health | F0583 | Keep residents' personal and medical records private and confidential. | D | 2021-09-27 |
| 2021-09-02 | 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 | 2021-09-27 |
| 2021-09-02 | Health | F0684 | Provide appropriate treatment and care according to orders, resident’s preferences and goals. | D | 2021-09-27 |
| 2021-09-02 | 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 | 2021-09-27 |
| 2021-09-02 | Health | F0770 | Provide timely, quality laboratory services/tests to meet the needs of residents. | D | 2021-09-27 |
| 2021-09-02 | Health | F0880 | Provide and implement an infection prevention and control program. | D | 2021-09-27 |
| 2021-09-02 | Health | F0914 | Provide bedrooms that don't allow residents to see each other when privacy is needed. | D | 2021-09-27 |
| 2019-03-21 | Health | F0641 | Ensure each resident receives an accurate assessment. | D | 2019-04-10 |
| 2019-03-21 | Health | F0655 | Create and put into place a plan for meeting the resident's most immediate needs within 48 hours of being admitted | D | 2019-04-10 |
| 2019-03-21 | 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 | 2019-04-10 |
| 2019-03-21 | Health | F0684 | Provide appropriate treatment and care according to orders, resident’s preferences and goals. | D | 2019-04-10 |
| 2019-03-21 | Health | F0790 | Provide routine and 24-hour emergency dental care for each resident. | D | 2019-04-10 |
| 2019-03-21 | Health | F0880 | Provide and implement an infection prevention and control program. | D | 2019-04-10 |
| 2019-03-21 | Health | F0883 | Develop and implement policies and procedures for flu and pneumonia vaccinations. | E | 2019-04-10 |
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
10| Owner | Role | Pct | From | Status | Source |
|---|---|---|---|---|---|
| GL VIRGINIA HOLDINGS LLC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | 100% | 2016-12-16 | current | pecos_ownership |
| GENTRY, BOYD | CORPORATE OFFICER | — | 2016-12-16 | current | pecos_ownership |
| JERMAN, PHILLIP | W-2 MANAGING EMPLOYEE | — | 2022-03-31 | current | pecos_ownership |
| RUBENSTEIN, DAVID | CORPORATE OFFICER | — | 2016-12-16 | current | pecos_ownership |
| TRIO HEALTH CARE - EAST, LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | — | 2019-05-24 | current | pecos_ownership |
| TRIO HEALTHCARE INVESTORS LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | — | 2016-12-16 | current | pecos_ownership |
| TRIO HEALTHCARE LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | — | 2019-12-10 | current | pecos_ownership |
| DAVID RUBENSTEIN | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | 57% | 2016-12-16 | ended 2026-05-18 | pecos_ownership |
| BOYD GENTRY | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | 43% | 2016-12-16 | ended 2026-05-18 | pecos_ownership |
| PHILLIP JERMAN | W-2 MANAGING EMPLOYEE | 0% | 2022-03-31 | 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 |
|---|---|---|---|---|
| 2016-12-16 | — | GL VIRGINIA ALLEGHANY LLC | GGNSC CLIFTON FORGE LLC | chow |
Comparable trades — VA snf
12| Close | Facility | Price | $/bed | Cap rate | Beds | Buyer |
|---|---|---|---|---|---|---|
| 2025-06-01 | Woodstock Valley Health and Rehabilitation | — | — | — | 88 | 803 SOUTH MAIN STREET OPCO LLC |
| 2025-06-01 | Jamestown Health and Rehabilitation | — | — | — | 90 | 1811 JAMESTOWN ROAD OPCO LLC |
| 2025-06-01 | Windsor Grove Health and Rehabilitation | — | — | — | 114 | 23352 COURTHOUSE HIGHWAY OPCO LLC |
| 2025-06-01 | Grayson Health and Rehabilitation | — | — | — | 120 | 400 SOUTH INDEPENDENCE AVENUE OPCO LLC |
| 2025-06-01 | SKYLINE NURSING & REHABILITATION | — | — | — | 90 | 237 FRANKLIN PIKE ROAD SE OPCO LLC |
| 2025-06-01 | KINGS DAUGHTERS COMMUNITY HEALTH & REHAB | — | — | — | 117 | 1410 NORTH AUGUSTA STREET OPCO LLC |
| 2025-06-01 | Ghent Health and Rehabilitation | — | — | — | 222 | 3900 LLEWELLYN AVENUE OPCO LLC |
| 2025-06-01 | ASHLAND NURSING AND REHABILITATION | — | — | — | 190 | 906 THOMPSON STREET OPCO LLC |
| 2025-05-19 | The Boulevard Post Acute | — | — | — | 81 | BOULEVARD OPERATOR LLC |
| 2025-05-01 | FRANCIS MARION MANOR HEALTH & REHABILITATION | — | — | — | 109 | FRANCIS MARION OPERATING GROUP LLC |
| 2024-09-01 | POPLAR HILL HEALTH AND REHAB | — | — | — | 113 | FAUQUIER OPCO LLC |
| 2024-05-01 | NORTHERN CARDINAL REHABILITATION AND NURSING | — | — | — | 120 | NORTHERN CARDINAL REHABILITATION AND NURSING 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 51005 | fmr | 0 | $773 | 2025-10-01 | HUD_USER_FMR |
| county 51005 | acs median gross | 1 | $339 | 2024-12-31 | CENSUS_ACS5 |
| county 51005 | fmr | 1 | $778 | 2025-10-01 | HUD_USER_FMR |
| county 51005 | acs median gross | 2 | $833 | 2024-12-31 | CENSUS_ACS5 |
| county 51005 | fmr | 2 | $914 | 2025-10-01 | HUD_USER_FMR |
| county 51005 | acs median gross | 3 | $844 | 2024-12-31 | CENSUS_ACS5 |
| county 51005 | fmr | 3 | $1,259 | 2025-10-01 | HUD_USER_FMR |
| county 51005 | fmr | 4 | $1,358 | 2025-10-01 | HUD_USER_FMR |
| county 51005 | acs median gross | $765 | 2024-12-31 | CENSUS_ACS5 | |
| county 51005 | acs recent mover gross | $423 | 2024-12-31 | CENSUS_ACS5 | |
| zcta 24422 | acs median gross | 1 | $339 | 2024-12-31 | CENSUS_ACS5 |
| zcta 24422 | acs median gross | 2 | $852 | 2024-12-31 | CENSUS_ACS5 |
| zcta 24422 | acs median gross | 3 | $856 | 2024-12-31 | CENSUS_ACS5 |
| zcta 24422 | acs median gross | $678 | 2024-12-31 | CENSUS_ACS5 | |
| zcta 24422 | acs recent mover gross | $419 | 2024-12-31 | CENSUS_ACS5 | |
| zip 24422 | payment standard 110 | 0 | $891 | 2025-10-01 | HUD_USER_SAFMR |
| zip 24422 | payment standard 90 | 0 | $729 | 2025-10-01 | HUD_USER_SAFMR |
| zip 24422 | safmr | 0 | $810 | 2025-10-01 | HUD_USER_SAFMR |
| zip 24422 | payment standard 110 | 1 | $946 | 2025-10-01 | HUD_USER_SAFMR |
| zip 24422 | payment standard 90 | 1 | $774 | 2025-10-01 | HUD_USER_SAFMR |
| zip 24422 | safmr | 1 | $860 | 2025-10-01 | HUD_USER_SAFMR |
| zip 24422 | payment standard 110 | 2 | $1,133 | 2025-10-01 | HUD_USER_SAFMR |
| zip 24422 | payment standard 90 | 2 | $927 | 2025-10-01 | HUD_USER_SAFMR |
| zip 24422 | safmr | 2 | $1,030 | 2025-10-01 | HUD_USER_SAFMR |
| zip 24422 | payment standard 110 | 3 | $1,584 | 2025-10-01 | HUD_USER_SAFMR |
| zip 24422 | payment standard 90 | 3 | $1,296 | 2025-10-01 | HUD_USER_SAFMR |
| zip 24422 | safmr | 3 | $1,440 | 2025-10-01 | HUD_USER_SAFMR |
| zip 24422 | payment standard 110 | 4 | $1,870 | 2025-10-01 | HUD_USER_SAFMR |
| zip 24422 | payment standard 90 | 4 | $1,530 | 2025-10-01 | HUD_USER_SAFMR |
| zip 24422 | safmr | 4 | $1,700 | 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.