Composite
81.8 / 100 percentile
Screener / 125065
C
LEGACY HILO REHABILITATION & NURSING CENTER
snfHI
563 KAUMANA DRIVE, HILO, HI 96720 · CCN 125065 · chain OHANA PACIFIC MANAGEMENT COMPANY INC
Peer group
snf n = 14,684
Evidence depth
deep
Certified beds
100
Model
v1.2
Reads as: riskier than 81.8% 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 signals7Components16CHOW radar1Distress radar1Staffing16Penalties0Deficiencies34Licensure0Ownership19Related party5Transactions1Comps8Market rent36
Composite explanation
5| Component | Percentile | Raw | Weight | Weight share | Contribution | Counts |
|---|---|---|---|---|---|---|
| billing conduct | 98.2 | 71.8 | 0.30 | 0.2308 | 22.66 | in index |
| regulatory risk | 54.0 | 43.8 | 0.30 | 0.2308 | 12.46 | in index |
| financial risk | 49.2 | 45.0 | 0.30 | 0.2308 | 11.35 | in index |
| staffing risk | 40.2 | 40.3 | 0.25 | 0.1923 | 7.73 | in index |
| chow risk | 62.2 | 43.7 | 0.15 | 0.1154 | 7.18 | 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
7| Kind | Finding | Signal | Subject | First seen |
|---|---|---|---|---|
| connection | Owner fleet risk far above national | +24.1 vs natl | HATA RANDALL | 6 facilities |
| connection | Owner fleet risk far above national | +24.1 vs natl | KISHABA SANDRA | 6 facilities |
| connection | Owner fleet risk far above national | +23.7 vs natl | KISHABA RICHARD | 8 facilities |
| connection | Owner fleet risk far above national | +22.6 vs natl | LORE ANDREW | 8 facilities |
| connection | Owner fleet risk far above national | +22.6 vs natl | MCCLENNON PAMELA | 8 facilities |
| connection | Owner fleet risk far above national | +22.6 vs natl | MORIKUNI SUANNE | 8 facilities |
| connection | Owner fleet risk far above national | +20.7 vs natl | OHANA PACIFIC MANAGEMENT COMPANY INC | 11 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 | 71.8 | D | v0.1-pacpuf-snf | default · in composite | R22. PAC PUF SNF 2023. PDPM coding intensity vs acuity, stay length, charge markup. |
| chow risk | 55.0 | C | 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 | 32.4 | B | v0.6 | default · in composite | |
| financial risk | 45.0 | C | 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 | 43.8 | B | v0.3 | default · in composite | Deficiency-based, SNF population. Runs alongside v0.5-pos. |
| staffing risk | 40.3 | B | v0.3 | default · in composite | Cost-report staffing, SNF population. Runs alongside v0.4-pos, which covers ICF/IID from POS. |
| financial risk | 96.1 | 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 | 76.1 | 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 | 47.5 | 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 | 49.5 | C | 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 | 43.7 | B | 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 | 43.7 | B | 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 | 40.3 | 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 | 40.3 | 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)
0.1%
model v0.1 · computed 2026-07-29
Percentile among SNFs
23.6
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) | 6.58 | -1.21 | |
| For-profit ownership | 1.00 | +0.69 | |
| No PBJ staffing report | 0.00 | +0.42 | |
| Occupancy | 0.80 | -0.29 | |
| Ownership changes, last 5 years | 0.00 | +0.20 | |
| Chain size (log) | 2.48 | +0.13 | |
| Total nurse staffing (HPRD) | 3.45 | -0.08 |
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
10.1
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 | 10.00 | -0.43 | |
| No PBJ staffing report | 0.00 | +0.39 | |
| Never sold on record | 0.00 | -0.28 | |
| Chain size (log) | 2.48 | -0.24 | |
| Occupancy | 0.80 | -0.21 | |
| Current owner tenure (years) | 6.58 | -0.19 | |
| 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 | HI median | National median | National p25–p75 |
|---|---|---|---|---|
| Total nurse | 3.45 | 4.00 | 3.28 | 2.90–3.77 |
| RN | 0.78 | 1.24 | 0.39 | 0.25–0.58 |
| Weekend total | 3.35 | 3.78 | 3.11 | — |
| Weekday total | 3.49 | 4.04 | 3.35 | — |
| Quarter | Days | Avg census | Total HPRD | RN | LPN | CNA | Weekend | Contract % |
|---|---|---|---|---|---|---|---|---|
| 2025Q4 | 92 | 79.8 | 3.45 | 0.78 | 0.47 | 2.21 | 3.35 | 5.4% |
| 2025Q3 | 92 | 86.4 | 3.22 | 0.57 | 0.41 | 2.24 | 3.24 | 15.1% |
| 2025Q2 | 91 | 91.3 | 3.08 | 0.52 | 0.46 | 2.10 | 3.07 | 17.9% |
| 2025Q1 | 90 | 92.3 | 3.16 | 0.52 | 0.63 | 2.01 | 3.14 | 28.5% |
| 2024Q4 | 92 | 83.5 | 3.60 | 0.61 | 0.60 | 2.38 | 3.48 | 26.8% |
| 2024Q3 | 92 | 85.0 | 3.64 | 0.73 | 0.55 | 2.36 | 3.47 | 21.8% |
| 2024Q2 | 91 | 88.3 | 3.20 | 0.74 | 0.34 | 2.12 | 3.02 | 11.0% |
| 2024Q1 | 91 | 88.8 | 3.39 | 0.72 | 0.43 | 2.24 | 3.18 | 13.2% |
| 2023Q4 | 92 | 82.8 | 3.09 | 0.53 | 0.32 | 2.25 | 2.89 | 4.0% |
| 2023Q3 | 92 | 79.8 | 3.48 | 0.62 | 0.52 | 2.34 | 3.29 | 4.3% |
| 2023Q2 | 91 | 78.5 | 3.38 | 0.68 | 0.43 | 2.26 | 3.10 | 3.1% |
| 2023Q1 | 90 | 73.4 | 3.74 | 0.79 | 0.42 | 2.53 | 3.47 | 2.2% |
| 2022Q4 | 92 | 72.2 | 3.71 | 0.57 | 0.47 | 2.66 | 3.48 | 0.7% |
| 2022Q3 | 92 | 72.2 | 3.67 | 0.54 | 0.53 | 2.60 | 3.50 | 0.7% |
| 2022Q2 | 91 | 70.4 | 3.65 | 0.65 | 0.44 | 2.56 | 3.41 | 0.0% |
| 2022Q1 | 90 | 75.9 | 3.82 | 0.80 | 0.42 | 2.59 | 3.57 | 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
0No penalties on record for this facility. Absence of a record here means the sources CII ingests contain none, not that none exists anywhere.
Deficiencies
34D × 27E × 4F × 2G × 1
deficiencies by survey year
| Survey | Type | Tag | Deficiency | Scope | Corrected |
|---|---|---|---|---|---|
| 2026-02-27 | Health · complaint | F0627 | Ensure the transfer/discharge meets the resident's needs/preferences and that the resident is prepared for a safe transfer/discharge. | D | 2026-03-24 |
| 2026-02-27 | Health | F0655 | Create and put into place a plan for meeting the resident's most immediate needs within 48 hours of being admitted | E | 2026-05-09 |
| 2026-02-27 | 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 | 2026-03-24 |
| 2026-02-27 | 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 | 2026-03-24 |
| 2026-02-27 | Health | F0686 | Provide appropriate pressure ulcer care and prevent new ulcers from developing. | G | 2026-03-24 |
| 2026-02-27 | 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. | E | 2026-05-09 |
| 2026-02-27 | Health | F0689 | Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents. | D | 2026-03-24 |
| 2026-02-27 | Health | F0760 | Ensure that residents are free from significant medication errors. | D | 2026-03-24 |
| 2026-02-27 | 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 | 2026-03-24 |
| 2026-02-27 | Health | F0812 | Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards. | F | 2026-03-24 |
| 2024-10-25 | Health | F0558 | Reasonably accommodate the needs and preferences of each resident. | D | 2024-11-15 |
| 2024-10-25 | 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. | D | 2024-11-15 |
| 2024-10-25 | Health | F0623 | Provide timely notification to the resident, and if applicable to the resident representative and ombudsman, before transfer or discharge, including appeal rights. | F | 2024-11-15 |
| 2024-10-25 | 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 | 2024-11-15 |
| 2024-10-25 | 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 | 2024-11-15 |
| 2024-10-25 | Health | F0755 | Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist. | D | 2024-11-15 |
| 2024-10-25 | 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 | 2024-11-15 |
| 2024-10-25 | Health | F0880 | Provide and implement an infection prevention and control program. | D | 2024-11-15 |
| 2024-07-10 | Health · complaint | F0726 | Ensure that nurses and nurse aides have the appropriate competencies to care for every resident in a way that maximizes each resident's well being. | D | 2024-08-09 |
| 2024-07-10 | Health · complaint | F0755 | Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist. | D | 2024-08-09 |
| 2023-10-30 | Health | F0558 | Reasonably accommodate the needs and preferences of each resident. | D | 2023-12-08 |
| 2023-10-30 | 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 | 2023-12-08 |
| 2023-10-30 | Health · complaint | F0607 | Develop and implement policies and procedures to prevent abuse, neglect, and theft. | D | 2023-12-08 |
| 2023-10-30 | Health | F0623 | Provide timely notification to the resident, and if applicable to the resident representative and ombudsman, before transfer or discharge, including appeal rights. | D | 2023-12-08 |
| 2023-10-30 | Health | F0625 | Notify the resident or the resident’s representative in writing how long the nursing home will hold the resident’s bed in cases of transfer to a hospital or therapeutic leave. | D | 2023-12-08 |
| 2023-10-30 | Health | F0641 | Ensure each resident receives an accurate assessment. | D | 2023-12-08 |
| 2023-10-30 | Health | F0655 | Create and put into place a plan for meeting the resident's most immediate needs within 48 hours of being admitted | D | 2023-12-08 |
| 2023-10-30 | 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 | 2023-12-08 |
| 2023-10-30 | Health | F0676 | Ensure residents do not lose the ability to perform activities of daily living unless there is a medical reason. | D | 2023-12-08 |
| 2023-10-30 | Health | F0679 | Provide activities to meet all resident's needs. | D | 2023-12-08 |
| 2023-10-30 | Health | F0689 | Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents. | D | 2023-12-08 |
| 2023-10-30 | 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. | D | 2023-12-08 |
| 2023-10-30 | Health | F0812 | Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards. | E | 2023-12-08 |
| 2023-10-30 | Health | F0880 | Provide and implement an infection prevention and control program. | D | 2023-12-08 |
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 |
|---|---|---|---|---|---|
| FIRST HAWAIIAN BANK | 5% OR GREATER MORTGAGE INTEREST | — | 2019-12-27 | current | pecos_ownership |
| HATA, RANDALL | OPERATIONAL/MANAGERIAL CONTROL | — | 2020-01-01 | current | pecos_ownership |
| KISHABA, RICHARD | INDIRECT OWNERSHIP INTEREST | — | 2020-01-01 | current | pecos_ownership |
| KISHABA, RICHARD | CORPORATE OFFICER | — | 2019-09-04 | current | pecos_ownership |
| KISHABA, SANDRA | INDIVIDUAL IS AN OWNER, PARTNER OR TRUSTEE OF ANY ADP OF THE SNF | — | 2025-11-12 | current | pecos_ownership |
| LORE, ANDREW | OPERATIONAL/MANAGERIAL CONTROL | — | 2022-02-01 | current | pecos_ownership |
| MCCLENNON, PAMELA | ADP OF THE SNF | — | 2025-04-01 | current | pecos_ownership |
| MORIKUNI, SUANNE | ADP OF THE SNF | — | 2020-01-01 | current | pecos_ownership |
| OHANA PACIFIC MANAGEMENT COMPANY INC | ADP OF THE SNF | — | 2020-01-01 | current | pecos_ownership |
| PITCHER, KERRY | ADP OF THE SNF | — | 2023-04-03 | current | pecos_ownership |
| RICHARD S. KISHABA 2010 DYNASTY TRUST | INDIRECT OWNERSHIP INTEREST | — | 2010-07-30 | current | pecos_ownership |
| RICHARD S. KISHABA 2010 DYNASTY TRUST | ADP OF THE SNF | — | 2020-01-01 | current | pecos_ownership |
| SMITH, TOBY | ADP OF THE SNF | — | 2023-11-01 | current | pecos_ownership |
| OHANA PACIFIC MANAGEMENT COMPANY INC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | 100% | 2014-04-23 | ended 2026-05-18 | pecos_ownership |
| RICHARD KISHABA | CORPORATE DIRECTOR | 100% | 2019-09-04 | ended 2026-05-18 | pecos_ownership |
| JENNIFER PEARCE | CONTRACTED MANAGING EMPLOYEE | — | 2022-02-01 | ended 2026-05-18 | pecos_ownership |
| KERRY PITCHER | CONTRACTED MANAGING EMPLOYEE | — | 2023-04-03 | ended 2026-05-18 | pecos_ownership |
| RANDALL HATA | CORPORATE OFFICER | — | 2014-12-15 | ended 2026-05-18 | pecos_ownership |
| SUANNE MORIKUNI | CORPORATE OFFICER | — | 2016-01-01 | 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 |
|---|---|---|---|---|
| 2019-12-31 | — | HILO SNF LLC | KAUMANA DRIVE PARTNERS LLC | chow |
Comparable trades — HI snf
8| Close | Facility | Price | $/bed | Cap rate | Beds | Buyer |
|---|---|---|---|---|---|---|
| 2023-03-01 | HALE NANI REHABILITATION AND NURSING CENTER | — | — | — | 288 | HALE NANI REHAB & NURSING CENTER LLC |
| 2023-02-01 | PEARL CITY POST ACUTE | — | — | — | 122 | PSH PEARL CITY LLC |
| 2023-02-01 | Kulana Malama | — | — | — | 33 | PSH KM LLC |
| 2023-02-01 | OAHU CARE FACILITY | — | — | — | 82 | PSH OAHU LLC |
| 2020-12-18 | NUUANU HALE | — | — | — | 75 | NUUANU HALE, INC |
| 2019-12-31 | LEGACY HILO REHABILITATION & NURSING CENTERthis facility | — | — | — | 100 | HILO SNF LLC |
| 2017-07-01 | LANAI COMMUNITY HOSPITAL | — | — | — | 10 | MAUI HEALTH SYSTEM A KAISER FOUNDATION HOSPITALS LLC |
| 2017-07-01 | KULA HOSPITAL | — | — | — | 105 | MAUI HEALTH SYSTEM A KAISER FOUNDATION HOSPITALS 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
36| Geo | Kind | BR | Amount | As of | Source |
|---|---|---|---|---|---|
| county 15001 | acs median gross | 0 | $1,138 | 2024-12-31 | CENSUS_ACS5 |
| county 15001 | fmr | 0 | $1,592 | 2025-10-01 | HUD_USER_FMR |
| county 15001 | acs median gross | 1 | $1,127 | 2024-12-31 | CENSUS_ACS5 |
| county 15001 | fmr | 1 | $1,603 | 2025-10-01 | HUD_USER_FMR |
| county 15001 | acs median gross | 2 | $1,500 | 2024-12-31 | CENSUS_ACS5 |
| county 15001 | fmr | 2 | $2,076 | 2025-10-01 | HUD_USER_FMR |
| county 15001 | acs median gross | 3 | $1,734 | 2024-12-31 | CENSUS_ACS5 |
| county 15001 | fmr | 3 | $2,622 | 2025-10-01 | HUD_USER_FMR |
| county 15001 | acs median gross | 4 | $1,853 | 2024-12-31 | CENSUS_ACS5 |
| county 15001 | fmr | 4 | $3,024 | 2025-10-01 | HUD_USER_FMR |
| county 15001 | acs median gross | 5 | $2,286 | 2024-12-31 | CENSUS_ACS5 |
| county 15001 | acs median gross | $1,510 | 2024-12-31 | CENSUS_ACS5 | |
| county 15001 | acs recent mover gross | $1,756 | 2024-12-31 | CENSUS_ACS5 | |
| zcta 96720 | acs median gross | 0 | $1,139 | 2024-12-31 | CENSUS_ACS5 |
| zcta 96720 | acs median gross | 1 | $944 | 2024-12-31 | CENSUS_ACS5 |
| zcta 96720 | acs median gross | 2 | $1,317 | 2024-12-31 | CENSUS_ACS5 |
| zcta 96720 | acs median gross | 3 | $1,766 | 2024-12-31 | CENSUS_ACS5 |
| zcta 96720 | acs median gross | 4 | $1,725 | 2024-12-31 | CENSUS_ACS5 |
| zcta 96720 | acs median gross | 5 | $2,143 | 2024-12-31 | CENSUS_ACS5 |
| zcta 96720 | acs median gross | $1,428 | 2024-12-31 | CENSUS_ACS5 | |
| zcta 96720 | acs recent mover gross | $1,427 | 2024-12-31 | CENSUS_ACS5 | |
| zip 96720 | payment standard 110 | 0 | $1,606 | 2025-10-01 | HUD_USER_SAFMR |
| zip 96720 | payment standard 90 | 0 | $1,314 | 2025-10-01 | HUD_USER_SAFMR |
| zip 96720 | safmr | 0 | $1,460 | 2025-10-01 | HUD_USER_SAFMR |
| zip 96720 | payment standard 110 | 1 | $1,617 | 2025-10-01 | HUD_USER_SAFMR |
| zip 96720 | payment standard 90 | 1 | $1,323 | 2025-10-01 | HUD_USER_SAFMR |
| zip 96720 | safmr | 1 | $1,470 | 2025-10-01 | HUD_USER_SAFMR |
| zip 96720 | payment standard 110 | 2 | $2,090 | 2025-10-01 | HUD_USER_SAFMR |
| zip 96720 | payment standard 90 | 2 | $1,710 | 2025-10-01 | HUD_USER_SAFMR |
| zip 96720 | safmr | 2 | $1,900 | 2025-10-01 | HUD_USER_SAFMR |
| zip 96720 | payment standard 110 | 3 | $2,684 | 2025-10-01 | HUD_USER_SAFMR |
| zip 96720 | payment standard 90 | 3 | $2,196 | 2025-10-01 | HUD_USER_SAFMR |
| zip 96720 | safmr | 3 | $2,440 | 2025-10-01 | HUD_USER_SAFMR |
| zip 96720 | payment standard 110 | 4 | $3,047 | 2025-10-01 | HUD_USER_SAFMR |
| zip 96720 | payment standard 90 | 4 | $2,493 | 2025-10-01 | HUD_USER_SAFMR |
| zip 96720 | safmr | 4 | $2,770 | 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.