Composite
95.0 / 100 percentile
Screener / 335491
F
THE NEW JEWISH HOME, MANHATTAN
snfNY
120 WEST 106TH STREET, NEW YORK, NY 10025 · CCN 335491 · chain JEWISH HOME LIFECARE
Peer group
snf n = 14,684
Evidence depth
deep
Certified beds
514
Model
v1.2
Reads as: riskier than 95.0% 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 model6Components18CHOW radar1Distress radar1Staffing16Penalties2Deficiencies29Licensure0Ownership72Related party5Transactions0Comps12Market rent35
Composite explanation
6| Component | Percentile | Raw | Weight | Weight share | Contribution | Counts |
|---|---|---|---|---|---|---|
| billing conduct | 92.5 | 62.4 | 0.30 | 0.2069 | 19.14 | in index |
| financial risk | 88.0 | 75.1 | 0.30 | 0.2069 | 18.21 | in index |
| regulatory risk | 82.6 | 79.5 | 0.30 | 0.2069 | 17.09 | in index |
| lease risk | 93.0 | 80.7 | 0.15 | 0.1034 | 9.62 | in index |
| staffing risk | 32.9 | 33.0 | 0.25 | 0.1724 | 5.67 | in index |
| chow risk | 16.1 | 15.7 | 0.15 | 0.1034 | 1.67 | 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.
Component scores and registry models
18| Score type | Score | Grade | Model | Status | Registry model notes |
|---|---|---|---|---|---|
| billing conduct | 62.4 | C | 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 | 6.5 | A | v0.6 | default · in composite | |
| financial risk | 75.1 | D | v0.5 | default · in composite | R18. |
| lease risk | 80.7 | F | v0.5 | default · in composite | |
| p adverse action 12m | 2.6 | — | 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 | 79.5 | D | v0.3 | default · in composite | Deficiency-based, SNF population. Runs alongside v0.5-pos. |
| staffing risk | 33.0 | B | v0.3 | default · in composite | Cost-report staffing, SNF population. Runs alongside v0.4-pos, which covers ICF/IID from POS. |
| financial risk | 98.3 | 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 | 78.3 | 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 | 72.6 | D | 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 | 73.7 | D | 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. |
| lease risk | 83.2 | F | v0.4 | superseded | Pre-registry model iteration, superseded by a later lease_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 | 79.4 | D | 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 | 79.4 | D | 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 | 33.0 | 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 | 33.0 | 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)
0.4%
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 | |
| Contract staffing share | 0.26 | +0.31 | |
| Facility size (log beds) | 6.24 | -0.29 | |
| Occupancy | 0.79 | -0.27 | |
| Ownership changes, last 5 years | 0.00 | +0.20 |
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)
2.6%
model v0.1 · computed 2026-07-29
Percentile among SNFs
93.2
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 | |
| Chain size (log) | 1.10 | +0.56 | |
| Facility size (log beds) | 6.24 | -0.39 | |
| No PBJ staffing report | 0.00 | +0.39 | |
| Contract staffing share | 0.26 | +0.21 | |
| Fine amount, 12m (log) | 0.00 | +0.18 | |
| Occupancy | 0.79 | -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 | NY median | National median | National p25–p75 |
|---|---|---|---|---|
| Total nurse | 3.59 | 3.33 | 3.28 | 2.90–3.77 |
| RN | 0.57 | 0.43 | 0.39 | 0.25–0.58 |
| Weekend total | 3.17 | 3.03 | 3.11 | — |
| Weekday total | 3.76 | 3.44 | 3.35 | — |
| Quarter | Days | Avg census | Total HPRD | RN | LPN | CNA | Weekend | Contract % |
|---|---|---|---|---|---|---|---|---|
| 2025Q4 | 92 | 406.7 | 3.59 | 0.57 | 0.53 | 2.49 | 3.17 | 26.3% |
| 2025Q3 | 92 | 408.0 | 3.50 | 0.55 | 0.56 | 2.40 | 3.23 | 26.7% |
| 2025Q2 | 91 | 404.2 | 3.50 | 0.48 | 0.58 | 2.44 | 3.29 | 25.1% |
| 2025Q1 | 90 | 408.7 | 3.38 | 0.48 | 0.55 | 2.35 | 3.30 | 24.5% |
| 2024Q4 | 92 | 398.5 | 3.36 | 0.51 | 0.54 | 2.30 | 3.21 | 26.9% |
| 2024Q3 | 92 | 399.9 | 3.21 | 0.48 | 0.49 | 2.25 | 3.09 | 18.6% |
| 2024Q2 | 91 | 403.5 | 3.23 | 0.47 | 0.54 | 2.22 | 3.06 | 17.5% |
| 2024Q1 | 91 | 389.4 | 3.25 | 0.47 | 0.54 | 2.24 | 3.19 | 17.0% |
| 2023Q4 | 92 | 378.0 | 3.15 | 0.44 | 0.56 | 2.15 | 3.07 | 12.4% |
| 2023Q3 | 92 | 381.6 | 3.14 | 0.42 | 0.57 | 2.16 | 3.06 | 7.6% |
| 2023Q2 | 91 | 384.9 | 3.18 | 0.44 | 0.52 | 2.21 | 3.07 | 6.4% |
| 2023Q1 | 90 | 421.6 | 3.12 | 0.47 | 0.52 | 2.13 | 2.96 | 9.0% |
| 2022Q4 | 92 | 456.4 | 3.06 | 0.47 | 0.51 | 2.08 | 2.94 | 9.4% |
| 2022Q3 | 92 | 492.4 | 3.01 | 0.46 | 0.45 | 2.10 | 2.91 | 8.0% |
| 2022Q2 | 91 | 497.4 | 3.03 | 0.44 | 0.47 | 2.12 | 2.96 | 6.2% |
| 2022Q1 | 90 | 476.4 | 3.25 | 0.42 | 0.53 | 2.29 | 3.08 | 5.6% |
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 |
|---|---|---|---|
| 2024-11-08 | Fine | $71,858 | CMS provider data |
| 2023-10-26 | Fine | $62,656 | CMS provider data |
Total fines on record: $134,514
Deficiencies
29B × 1D × 20E × 5G × 2J × 1
deficiencies by survey year
| Survey | Type | Tag | Deficiency | Scope | Corrected |
|---|---|---|---|---|---|
| 2024-11-08 | Health · complaint | F0550 | Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights. | D | 2025-01-06 |
| 2024-11-08 | Health · complaint | F0600 | Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody. | G | 2025-01-06 |
| 2024-11-08 | Health · complaint | F0604 | Ensure that each resident is free from the use of physical restraints, unless needed for medical treatment. | G | 2025-01-06 |
| 2024-11-07 | Health | F0582 | Give residents notice of Medicaid/Medicare coverage and potential liability for services not covered. | B | 2025-01-06 |
| 2024-11-07 | Health | F0609 | Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities. | D | 2025-01-06 |
| 2024-11-07 | Health | F0689 | Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents. | D | 2025-01-06 |
| 2024-11-07 | 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 | 2025-01-06 |
| 2024-11-07 | Health | F0812 | Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards. | E | 2025-01-06 |
| 2024-11-07 | Health | F0880 | Provide and implement an infection prevention and control program. | D | 2025-01-06 |
| 2023-10-26 | Health | F0561 | Honor the resident's right to and the facility must promote and facilitate resident self-determination through support of resident choice. | D | 2023-12-19 |
| 2023-10-26 | 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 | 2023-12-19 |
| 2023-10-26 | Health · complaint | F0609 | Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities. | D | 2023-12-19 |
| 2023-10-26 | Health · complaint | F0610 | Respond appropriately to all alleged violations. | D | 2023-12-19 |
| 2023-10-26 | Health | F0645 | PASARR screening for Mental disorders or Intellectual Disabilities | D | 2023-12-19 |
| 2023-10-26 | Health | F0679 | Provide activities to meet all resident's needs. | E | 2023-12-19 |
| 2023-10-26 | Health | F0689 | Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents. | J | 2023-12-19 |
| 2023-10-26 | Health | F0740 | Ensure each resident must receive and the facility must provide necessary behavioral health care and services. | D | 2023-12-19 |
| 2023-10-26 | 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 | 2023-12-19 |
| 2023-10-26 | Health | F0812 | Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards. | D | 2023-12-19 |
| 2023-10-26 | Health | F0921 | Make sure that the nursing home area is safe, easy to use, clean and comfortable for residents, staff and the public. | E | 2023-12-19 |
| 2021-12-23 | Health | F0604 | Ensure that each resident is free from the use of physical restraints, unless needed for medical treatment. | D | 2022-02-21 |
| 2021-12-23 | 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 | 2022-02-21 |
| 2021-12-23 | Health | F0658 | Ensure services provided by the nursing facility meet professional standards of quality. | D | 2022-02-21 |
| 2021-12-23 | Health | F0679 | Provide activities to meet all resident's needs. | D | 2022-02-21 |
| 2021-12-23 | Health | F0690 | Provide appropriate care for residents who are continent or incontinent of bowel/bladder, appropriate catheter care, and appropriate care to prevent urinary tract infections. | D | 2022-02-21 |
| 2021-12-23 | Health | F0745 | Provide medically-related social services to help each resident achieve the highest possible quality of life. | D | 2022-02-21 |
| 2021-12-23 | Health | F0760 | Ensure that residents are free from significant medication errors. | D | 2022-02-21 |
| 2021-12-23 | 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 | 2022-02-21 |
| 2021-12-23 | Health | F0880 | Provide and implement an infection prevention and control program. | E | 2022-02-21 |
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
72| Owner | Role | Pct | From | Status | Source |
|---|---|---|---|---|---|
| ALTSCHULER, ALAN | CORPORATE DIRECTOR | — | 2021-02-02 | current | pecos_ownership |
| BARKAN, MEL | CORPORATE DIRECTOR | — | 2003-09-16 | current | pecos_ownership |
| BERNSTEIN, DANIEL | CORPORATE DIRECTOR | — | 2013-04-04 | current | pecos_ownership |
| BLUMSTEIN, WILLIAM | CORPORATE DIRECTOR | — | — | current | pecos_ownership |
| EVANS, BRUCE | CORPORATE OFFICER | — | 2019-01-01 | current | pecos_ownership |
| EVANS, BRUCE | CORPORATE DIRECTOR | — | 2006-03-23 | current | pecos_ownership |
| FARBER, JEFFREY | CORPORATE OFFICER | — | 2018-01-01 | current | pecos_ownership |
| FEINER, LISA | CORPORATE DIRECTOR | — | 2000-06-13 | current | pecos_ownership |
| FREEDMAN, MARGOT | CORPORATE DIRECTOR | — | 1990-10-01 | current | pecos_ownership |
| FREEMAN, DAVID | CORPORATE DIRECTOR | — | — | current | pecos_ownership |
| GLICKMAN, SUSAN | CORPORATE DIRECTOR | — | — | current | pecos_ownership |
| HANSEN, SCOTT | CORPORATE DIRECTOR | — | 2011-09-26 | current | pecos_ownership |
| HESS, PETER | CORPORATE DIRECTOR | — | 2015-06-18 | current | pecos_ownership |
| HOCHBERG, JOHNATHAN | CORPORATE DIRECTOR | — | 2005-06-21 | current | pecos_ownership |
| JAVITS, TOM | CORPORATE DIRECTOR | — | 2022-01-01 | current | pecos_ownership |
| JEWISH HOME LIFECARE | OPERATIONAL/MANAGERIAL CONTROL | — | 2018-01-01 | current | pecos_ownership |
| JHL CORPORATE SERVICES INC | OPERATIONAL/MANAGERIAL CONTROL | — | 2009-03-06 | current | pecos_ownership |
| KUMMEL, WILLIAM | CORPORATE DIRECTOR | — | 2010-11-16 | current | pecos_ownership |
| LIPPMAN, LISA | CORPORATE DIRECTOR | — | 2014-04-03 | current | pecos_ownership |
| LUSKIN, MICHAEL | CORPORATE DIRECTOR | — | 1997-10-06 | current | pecos_ownership |
| OBERLANDER, JILL | CORPORATE DIRECTOR | — | 2021-03-23 | current | pecos_ownership |
| OBERLANDER, LYNN | CORPORATE DIRECTOR | — | 2005-01-24 | current | pecos_ownership |
| ORELOWITZ, DAVID | CORPORATE OFFICER | — | 2008-11-17 | current | pecos_ownership |
| PAGEL SEREBRANSKY, ELIZABETH | CORPORATE DIRECTOR | — | 2011-03-30 | current | pecos_ownership |
| PAGEL SEREBRANSKY, ELIZABETH | CORPORATE OFFICER | — | 2018-01-01 | current | pecos_ownership |
| PENNY, DANA | OPERATIONAL/MANAGERIAL CONTROL | — | 2001-01-08 | current | pecos_ownership |
| PICA, ADRIENNE | CORPORATE DIRECTOR | — | 2020-12-17 | current | pecos_ownership |
| PRIMOFF, WALTER | CORPORATE DIRECTOR | — | 2018-06-12 | current | pecos_ownership |
| REINHEIMER, ELLEN | CORPORATE DIRECTOR | — | 2014-10-31 | current | pecos_ownership |
| RON, ARAN | CORPORATE DIRECTOR | — | 2021-02-02 | current | pecos_ownership |
| SCARANTINO, SANDRA | W-2 MANAGING EMPLOYEE | — | 2019-11-01 | current | pecos_ownership |
| SCHNEIDER, TAMI | CORPORATE OFFICER | — | 2021-01-01 | current | pecos_ownership |
| SCHNEIDER, TAMI | CORPORATE DIRECTOR | — | 2005-12-20 | current | pecos_ownership |
| SEGAL, SOFIA | CORPORATE DIRECTOR | — | 2016-12-16 | current | pecos_ownership |
| SHUSTER, BETSY | CORPORATE DIRECTOR | — | 2022-01-01 | current | pecos_ownership |
| SPINNER, RUTH | W-2 MANAGING EMPLOYEE | — | 2018-09-10 | current | pecos_ownership |
| WEISS, MARK | CORPORATE OFFICER | — | 2019-07-01 | current | pecos_ownership |
| ADRIENNE PICA | CORPORATE DIRECTOR | 0% | 2020-12-17 | ended 2026-05-18 | pecos_ownership |
| ALAN ALTSCHULER | CORPORATE DIRECTOR | 0% | 2021-02-02 | ended 2026-05-18 | pecos_ownership |
| ARAN RON | CORPORATE DIRECTOR | 0% | 2021-02-02 | ended 2026-05-18 | pecos_ownership |
| BETSY SHUSTER | CORPORATE DIRECTOR | 0% | 2022-01-01 | ended 2026-05-18 | pecos_ownership |
| JEFFREY FARBER | CORPORATE OFFICER | 0% | 2018-01-01 | ended 2026-05-18 | pecos_ownership |
| JILL OBERLANDER | CORPORATE DIRECTOR | 0% | 2021-03-23 | ended 2026-05-18 | pecos_ownership |
| MEL BARKAN | CORPORATE DIRECTOR | 0% | 2003-09-16 | ended 2026-05-18 | pecos_ownership |
| RUTH SPINNER | W-2 MANAGING EMPLOYEE | 0% | 2018-09-10 | ended 2026-05-18 | pecos_ownership |
| TOM JAVITS | CORPORATE DIRECTOR | 0% | 2022-01-01 | ended 2026-05-18 | pecos_ownership |
| BRUCE EVANS | CORPORATE OFFICER | — | 2019-01-01 | ended 2026-05-18 | pecos_ownership |
| BRUCE EVANS | CORPORATE DIRECTOR | — | 2006-03-23 | ended 2026-05-18 | pecos_ownership |
| DANA PENNY | CORPORATE OFFICER | — | 2001-01-08 | ended 2026-05-18 | pecos_ownership |
| DANIEL BERNSTEIN | CORPORATE DIRECTOR | — | 2013-04-04 | ended 2026-05-18 | pecos_ownership |
| DAVID FREEMAN | CORPORATE DIRECTOR | — | — | ended 2026-05-18 | pecos_ownership |
| DAVID ORELOWITZ | CORPORATE OFFICER | — | 2008-11-17 | ended 2026-05-18 | pecos_ownership |
| ELIZABETH PAGEL SEREBRANSKY | CORPORATE OFFICER | — | 2018-01-01 | ended 2026-05-18 | pecos_ownership |
| ELIZABETH PAGEL SEREBRANSKY | CORPORATE DIRECTOR | — | 2011-03-30 | ended 2026-05-18 | pecos_ownership |
| ELLEN REINHEIMER | CORPORATE DIRECTOR | — | 2014-10-31 | ended 2026-05-18 | pecos_ownership |
| JOHNATHAN HOCHBERG | CORPORATE DIRECTOR | — | 2005-06-21 | ended 2026-05-18 | pecos_ownership |
| LISA FEINER | CORPORATE DIRECTOR | — | 2000-06-13 | ended 2026-05-18 | pecos_ownership |
| LISA LIPPMAN | CORPORATE DIRECTOR | — | 2014-04-03 | ended 2026-05-18 | pecos_ownership |
| LYNN OBERLANDER | CORPORATE DIRECTOR | — | 2005-01-24 | ended 2026-05-18 | pecos_ownership |
| MARGOT FREEDMAN | CORPORATE DIRECTOR | — | 1990-10-01 | ended 2026-05-18 | pecos_ownership |
| MARK WEISS | CORPORATE OFFICER | — | 2019-07-01 | ended 2026-05-18 | pecos_ownership |
| MICHAEL LUSKIN | CORPORATE DIRECTOR | — | 1997-10-06 | ended 2026-05-18 | pecos_ownership |
| PETER HESS | CORPORATE DIRECTOR | — | 2015-06-18 | ended 2026-05-18 | pecos_ownership |
| SANDRA SCARANTINO | W-2 MANAGING EMPLOYEE | — | 2019-11-01 | ended 2026-05-18 | pecos_ownership |
| SCOTT HANSEN | CORPORATE DIRECTOR | — | 2011-09-26 | ended 2026-05-18 | pecos_ownership |
| SOFIA SEGAL | CORPORATE DIRECTOR | — | 2016-12-16 | ended 2026-05-18 | pecos_ownership |
| SUSAN GLICKMAN | CORPORATE DIRECTOR | — | — | ended 2026-05-18 | pecos_ownership |
| TAMI SCHNEIDER | CORPORATE DIRECTOR | — | 2005-12-20 | ended 2026-05-18 | pecos_ownership |
| TAMI SCHNEIDER | CORPORATE OFFICER | — | 2021-01-01 | ended 2026-05-18 | pecos_ownership |
| WALTER PRIMOFF | CORPORATE DIRECTOR | — | 2018-06-12 | ended 2026-05-18 | pecos_ownership |
| WILLIAM BLUMSTEIN | CORPORATE DIRECTOR | — | — | ended 2026-05-18 | pecos_ownership |
| WILLIAM KUMMEL | CORPORATE DIRECTOR | — | 2010-11-16 | 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 — NY snf
12| Close | Facility | Price | $/bed | Cap rate | Beds | Buyer |
|---|---|---|---|---|---|---|
| 2024-06-01 | PINE FOREST CARE CENTER FOR REHAB & HEALTHCARE | — | — | — | 76 | HILAIRE CARE NETWORK LLC |
| 2024-05-17 | Fairport Rehabilitation and Nursing Center | — | — | — | 196 | FAIRPORT SNF LLC |
| 2024-05-09 | MARIA REGINA REHABILITATION AND NURSING | — | — | — | 188 | OPTIMA CARE BRENTWOOD LLC |
| 2024-02-01 | TUPPER LAKE CENTER FOR NURSING AND REHABILITATION | — | — | — | 60 | TUPPER LAKE CENTER LLC |
| 2023-08-31 | WEST VILLAGE REHABILITATION AND NURSING CENTER | — | — | — | 105 | VILLAGE ACQUISITION I LLC |
| 2023-06-23 | Crest Manor Living and Rehabilitation Center | — | — | — | 80 | CREST OPCO LLC |
| 2023-06-23 | East Side Nursing Home | — | — | — | 80 | EASTSIDE OPCO LLC |
| 2023-05-05 | SPRINGVALE NURSING & REHABILITATION CENTER | — | — | — | 200 | THE PREMIER CENTER FOR REHABILITATION OF WESTCHESTER LLC |
| 2023-04-21 | LIVINGSTON HILLS NURSING AND REHABILITATION CENTER | — | — | — | 120 | LIVINGSTON TWO OPERATIONS LLC |
| 2023-01-12 | EDEN REHABILITATION NURSING CENTER | — | — | — | 40 | EDRNC OPERATING LLC |
| 2023-01-01 | DUNKIRK REHABILITATION & NURSING CENTER | — | — | — | 40 | DURNC OPERATING LLC |
| 2022-09-12 | ROSS CENTER FOR NURSING AND REHABILITATION | — | — | — | 135 | ROSS OPCO 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
35| Geo | Kind | BR | Amount | As of | Source |
|---|---|---|---|---|---|
| county 36061 | acs median gross | 0 | $2,180 | 2024-12-31 | CENSUS_ACS5 |
| county 36061 | fmr | 0 | $2,529 | 2025-10-01 | HUD_USER_FMR |
| county 36061 | acs median gross | 1 | $2,357 | 2024-12-31 | CENSUS_ACS5 |
| county 36061 | fmr | 1 | $2,655 | 2025-10-01 | HUD_USER_FMR |
| county 36061 | acs median gross | 2 | $2,030 | 2024-12-31 | CENSUS_ACS5 |
| county 36061 | fmr | 2 | $2,910 | 2025-10-01 | HUD_USER_FMR |
| county 36061 | acs median gross | 3 | $1,940 | 2024-12-31 | CENSUS_ACS5 |
| county 36061 | fmr | 3 | $3,644 | 2025-10-01 | HUD_USER_FMR |
| county 36061 | acs median gross | 4 | $2,702 | 2024-12-31 | CENSUS_ACS5 |
| county 36061 | fmr | 4 | $3,959 | 2025-10-01 | HUD_USER_FMR |
| county 36061 | acs median gross | 5 | $1,815 | 2024-12-31 | CENSUS_ACS5 |
| county 36061 | acs median gross | $2,197 | 2024-12-31 | CENSUS_ACS5 | |
| county 36061 | acs recent mover gross | $3,402 | 2024-12-31 | CENSUS_ACS5 | |
| zcta 10025 | acs median gross | 0 | $1,878 | 2024-12-31 | CENSUS_ACS5 |
| zcta 10025 | acs median gross | 1 | $2,121 | 2024-12-31 | CENSUS_ACS5 |
| zcta 10025 | acs median gross | 2 | $2,069 | 2024-12-31 | CENSUS_ACS5 |
| zcta 10025 | acs median gross | 3 | $2,491 | 2024-12-31 | CENSUS_ACS5 |
| zcta 10025 | acs median gross | 4 | $3,385 | 2024-12-31 | CENSUS_ACS5 |
| zcta 10025 | acs median gross | $2,084 | 2024-12-31 | CENSUS_ACS5 | |
| zcta 10025 | acs recent mover gross | $2,771 | 2024-12-31 | CENSUS_ACS5 | |
| zip 10025 | payment standard 110 | 0 | $2,926 | 2025-10-01 | HUD_USER_SAFMR |
| zip 10025 | payment standard 90 | 0 | $2,394 | 2025-10-01 | HUD_USER_SAFMR |
| zip 10025 | safmr | 0 | $2,660 | 2025-10-01 | HUD_USER_SAFMR |
| zip 10025 | payment standard 110 | 1 | $3,069 | 2025-10-01 | HUD_USER_SAFMR |
| zip 10025 | payment standard 90 | 1 | $2,511 | 2025-10-01 | HUD_USER_SAFMR |
| zip 10025 | safmr | 1 | $2,790 | 2025-10-01 | HUD_USER_SAFMR |
| zip 10025 | payment standard 110 | 2 | $3,366 | 2025-10-01 | HUD_USER_SAFMR |
| zip 10025 | payment standard 90 | 2 | $2,754 | 2025-10-01 | HUD_USER_SAFMR |
| zip 10025 | safmr | 2 | $3,060 | 2025-10-01 | HUD_USER_SAFMR |
| zip 10025 | payment standard 110 | 3 | $4,213 | 2025-10-01 | HUD_USER_SAFMR |
| zip 10025 | payment standard 90 | 3 | $3,447 | 2025-10-01 | HUD_USER_SAFMR |
| zip 10025 | safmr | 3 | $3,830 | 2025-10-01 | HUD_USER_SAFMR |
| zip 10025 | payment standard 110 | 4 | $4,576 | 2025-10-01 | HUD_USER_SAFMR |
| zip 10025 | payment standard 90 | 4 | $3,744 | 2025-10-01 | HUD_USER_SAFMR |
| zip 10025 | safmr | 4 | $4,160 | 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.