Composite
30.3 / 100 percentile
Screener / 555216
B
SHARP CHULA VISTA MED CTR SNF
snfCA
751 MEDICAL CENTER COURT, CHULA VISTA, CA 91911 · CCN 555216 · chain SHARP HEALTHCARE
Peer group
snf n = 14,684
Evidence depth
deep
Certified beds
100
Model
v1.2
Reads as: riskier than 30.3% 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 model4Components10CHOW radar1Distress radar1Staffing16Penalties0Deficiencies42Licensure0Ownership44Related party0Transactions0Comps12Market rent36
Composite explanation
4| Component | Percentile | Raw | Weight | Weight share | Contribution | Counts |
|---|---|---|---|---|---|---|
| billing conduct | 72.1 | 48.6 | 0.30 | 0.3000 | 21.63 | in index |
| regulatory risk | 48.0 | 37.0 | 0.30 | 0.3000 | 14.40 | in index |
| chow risk | 25.2 | 25.0 | 0.15 | 0.1500 | 3.78 | in index |
| staffing risk | 4.2 | 4.3 | 0.25 | 0.2500 | 1.05 | 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
10| Score type | Score | Grade | Model | Status | Registry model notes |
|---|---|---|---|---|---|
| billing conduct | 48.6 | 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. |
| p adverse action 12m | 0.7 | — | 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 | 0.3 | — | 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 | 37.0 | B | v0.3 | default · in composite | Deficiency-based, SNF population. Runs alongside v0.5-pos. |
| staffing risk | 4.3 | A | v0.3 | default · in composite | Cost-report staffing, SNF population. Runs alongside v0.4-pos, which covers ICF/IID from POS. |
| regulatory risk | 36.9 | 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 | 36.9 | 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 | 4.3 | 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 | 4.3 | 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)
0.3%
model v0.1 · computed 2026-07-29
Percentile among SNFs
44.4
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 | |
| Occupancy | 0.85 | -0.43 | |
| No PBJ staffing report | 0.00 | +0.42 | |
| Total nurse staffing (HPRD) | 4.95 | -0.38 | |
| 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)
0.7%
model v0.1 · computed 2026-07-29
Percentile among SNFs
82.2
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 | |
| Total nurse staffing (HPRD) | 4.95 | -0.73 | |
| Occupancy | 0.85 | -0.41 | |
| No PBJ staffing report | 0.00 | +0.39 | |
| Chain size (log) | 1.61 | +0.26 | |
| Staffing trend, last 4 quarters | -0.44 | -0.23 | |
| Fine amount, 12m (log) | 0.00 | +0.18 |
Probability the facility's Medicare participation ends within 12 months, from public records only. Red bars raise exit odds. A negative pull from deficiencies is the winding-down signature — surveys stop as a facility empties — not evidence that clean inspections are dangerous.
Staffing vs peers
16| 2025Q4 HPRD | This facility | CA median | National median | National p25–p75 |
|---|---|---|---|---|
| Total nurse | 4.95 | 3.95 | 3.28 | 2.90–3.77 |
| RN | 0.89 | 0.38 | 0.39 | 0.25–0.58 |
| Weekend total | 4.82 | 3.79 | 3.11 | — |
| Weekday total | 5.00 | 4.01 | 3.35 | — |
| Quarter | Days | Avg census | Total HPRD | RN | LPN | CNA | Weekend | Contract % |
|---|---|---|---|---|---|---|---|---|
| 2025Q4 | 92 | 84.7 | 4.95 | 0.89 | 1.07 | 2.99 | 4.82 | 0.0% |
| 2025Q3 | 92 | 85.2 | 4.89 | 0.83 | 1.06 | 2.99 | 4.73 | 0.0% |
| 2025Q2 | 91 | 83.8 | 5.09 | 0.89 | 1.00 | 3.20 | 4.74 | 0.0% |
| 2025Q1 | 90 | 80.0 | 5.12 | 1.04 | 1.00 | 3.08 | 4.89 | 0.0% |
| 2024Q4 | 92 | 79.6 | 5.39 | 1.18 | 0.99 | 3.21 | 5.22 | 0.0% |
| 2024Q3 | 92 | 81.9 | 5.40 | 1.08 | 1.07 | 3.25 | 5.20 | 0.0% |
| 2024Q2 | 91 | 81.8 | 5.34 | 1.08 | 1.22 | 3.03 | 5.13 | 0.0% |
| 2024Q1 | 91 | 81.0 | 5.15 | 1.00 | 1.17 | 2.98 | 5.06 | 0.0% |
| 2023Q4 | 92 | 79.2 | 5.25 | 1.01 | 1.07 | 3.17 | 5.08 | 0.0% |
| 2023Q3 | 92 | 80.8 | 5.27 | 1.18 | 0.98 | 3.11 | 5.01 | 0.0% |
| 2023Q2 | 91 | 80.0 | 5.04 | 1.05 | 0.89 | 3.10 | 4.74 | 0.0% |
| 2023Q1 | 90 | 79.6 | 5.04 | 1.07 | 0.94 | 3.02 | 4.75 | 0.0% |
| 2022Q4 | 92 | 75.4 | 5.28 | 1.12 | 0.93 | 3.23 | 4.85 | 0.0% |
| 2022Q3 | 92 | 70.6 | 4.54 | 0.97 | 0.96 | 2.60 | 4.46 | 0.0% |
| 2022Q2 | 91 | 61.7 | 5.87 | 1.14 | 1.35 | 3.37 | 5.64 | 0.0% |
| 2022Q1 | 90 | 64.2 | 6.07 | 1.01 | 1.45 | 3.62 | 5.72 | 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
42D × 32E × 9G × 1
deficiencies by survey year
| Survey | Type | Tag | Deficiency | Scope | Corrected |
|---|---|---|---|---|---|
| 2024-10-10 | Health | F0558 | Reasonably accommodate the needs and preferences of each resident. | E | 2024-10-29 |
| 2024-10-10 | Health | F0582 | Give residents notice of Medicaid/Medicare coverage and potential liability for services not covered. | D | 2024-10-29 |
| 2024-10-10 | Health | F0637 | Assess the resident when there is a significant change in condition | D | 2024-10-29 |
| 2024-10-10 | 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 | 2024-10-29 |
| 2024-10-10 | Health | F0688 | Provide appropriate care for a resident to maintain and/or improve range of motion (ROM), limited ROM and/or mobility, unless a decline is for a medical reason. | D | 2024-10-29 |
| 2024-10-10 | 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 | 2024-10-29 |
| 2024-10-10 | 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 | 2024-10-29 |
| 2024-10-10 | Health | F0812 | Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards. | E | 2024-10-29 |
| 2024-10-10 | Health | F0865 | Have a plan that describes the process for conducting QAPI and QAA activities. | D | 2024-10-29 |
| 2024-10-10 | Health | F0880 | Provide and implement an infection prevention and control program. | D | 2024-10-29 |
| 2024-10-10 | Health | F0881 | Implement a program that monitors antibiotic use. | D | 2024-10-29 |
| 2024-10-02 | Health · complaint | F0610 | Respond appropriately to all alleged violations. | D | 2024-11-01 |
| 2024-07-09 | 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 | 2024-07-19 |
| 2023-11-09 | Health | F0550 | Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights. | E | 2023-12-01 |
| 2023-11-09 | Health | F0641 | Ensure each resident receives an accurate assessment. | E | 2023-12-01 |
| 2023-11-09 | Health | F0676 | Ensure residents do not lose the ability to perform activities of daily living unless there is a medical reason. | D | 2023-12-01 |
| 2023-11-09 | Health | F0686 | Provide appropriate pressure ulcer care and prevent new ulcers from developing. | G | 2023-12-01 |
| 2023-11-09 | 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 | 2023-12-01 |
| 2023-11-09 | Health | F0725 | Provide enough nursing staff every day to meet the needs of every resident; and have a licensed nurse in charge on each shift. | E | 2023-12-01 |
| 2023-11-09 | 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 | 2023-12-01 |
| 2023-11-09 | Health | F0759 | Ensure medication error rates are not 5 percent or greater. | D | 2023-12-01 |
| 2023-11-09 | 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 | 2023-12-01 |
| 2023-11-09 | Health | F0812 | Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards. | E | 2023-12-01 |
| 2023-11-09 | Health | 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. | E | 2023-12-01 |
| 2023-11-09 | Health | F0867 | Set up an ongoing quality assessment and assurance group to review quality deficiencies and develop corrective plans of action. | D | 2023-12-01 |
| 2023-06-14 | 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 | 2023-06-15 |
| 2022-12-16 | Health | F0552 | Ensure that residents are fully informed and understand their health status, care and treatments. | D | 2023-01-16 |
| 2022-12-16 | Health | F0604 | Ensure that each resident is free from the use of physical restraints, unless needed for medical treatment. | D | 2023-01-16 |
| 2022-12-16 | Health | F0609 | Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities. | D | 2023-01-16 |
| 2022-12-16 | Health | F0610 | Respond appropriately to all alleged violations. | D | 2023-01-16 |
| 2022-12-16 | 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 | 2023-01-16 |
| 2022-12-16 | Health | F0677 | Provide care and assistance to perform activities of daily living for any resident who is unable. | D | 2023-01-16 |
| 2022-12-16 | Health | F0686 | Provide appropriate pressure ulcer care and prevent new ulcers from developing. | D | 2023-01-16 |
| 2022-12-16 | Health | F0694 | Provide for the safe, appropriate administration of IV fluids for a resident when needed. | D | 2023-01-16 |
| 2022-12-16 | Health | F0697 | Provide safe, appropriate pain management for a resident who requires such services. | D | 2023-01-16 |
| 2022-12-16 | Health | F0698 | Provide safe, appropriate dialysis care/services for a resident who requires such services. | D | 2023-01-16 |
| 2022-12-16 | Health | F0744 | Provide the appropriate treatment and services to a resident who displays or is diagnosed with dementia. | D | 2023-01-16 |
| 2022-12-16 | Health | F0755 | Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist. | D | 2023-01-16 |
| 2022-12-16 | 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 | 2023-01-16 |
| 2022-12-16 | Health | F0812 | Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards. | D | 2023-01-16 |
| 2022-12-16 | Health | F0842 | Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards. | D | 2023-01-16 |
| 2022-12-16 | Health | F0867 | Set up an ongoing quality assessment and assurance group to review quality deficiencies and develop corrective plans of action. | D | 2023-01-16 |
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
44| Owner | Role | Pct | From | Status | Source |
|---|---|---|---|---|---|
| ALVAREZ DE LOS COBOS, PATRICIA | CORPORATE DIRECTOR | — | 2023-06-01 | current | pecos_ownership |
| AQUINO, MELENDRE | OPERATIONAL/MANAGERIAL CONTROL | — | 1999-04-19 | current | pecos_ownership |
| BENJALIL, FAHD | OPERATIONAL/MANAGERIAL CONTROL | — | 2024-06-01 | current | pecos_ownership |
| BERNSTEIN, STEVEN | CORPORATE DIRECTOR | — | 2022-06-01 | current | pecos_ownership |
| BURGESS, JENI | CORPORATE DIRECTOR | — | 2024-06-01 | current | pecos_ownership |
| CARDENAL CASTRO, DANIEL | ADP OF THE SNF | — | 2021-10-01 | current | pecos_ownership |
| CASEY, SHARON | CORPORATE DIRECTOR | — | 2021-02-01 | current | pecos_ownership |
| DISCAR-ESPE, DEBRA | CORPORATE OFFICER | — | 2016-12-01 | current | pecos_ownership |
| EVANS, WILLIAM | ADP OF THE SNF | — | 2026-04-16 | current | pecos_ownership |
| EVANS, WILLIAM | CORPORATE OFFICER | — | 2022-10-31 | current | pecos_ownership |
| EVANS, WILLIAM | OPERATIONAL/MANAGERIAL CONTROL | — | 2016-12-01 | current | pecos_ownership |
| GROSS, JEFFERY | CORPORATE DIRECTOR | — | 2022-10-01 | current | pecos_ownership |
| HALL, WILLIAM | CORPORATE DIRECTOR | — | 2021-02-01 | current | pecos_ownership |
| HOWARD, CHRISTOPHER | CORPORATE OFFICER | — | 2019-03-31 | current | pecos_ownership |
| KELLER, MORA | CORPORATE DIRECTOR | — | 2022-01-01 | current | pecos_ownership |
| MALAGON-MALDONADO, GABRIELLA | OPERATIONAL/MANAGERIAL CONTROL | — | 2020-10-01 | current | pecos_ownership |
| MANLEY, BRIAN | OPERATIONAL/MANAGERIAL CONTROL | — | 2019-03-07 | current | pecos_ownership |
| MCCLAIN, BRETT | CORPORATE OFFICER | — | 2020-04-01 | current | pecos_ownership |
| MOORE, CHRISTINE | CORPORATE DIRECTOR | — | 2021-02-01 | current | pecos_ownership |
| MUNS, HARRY | CORPORATE DIRECTOR | — | 2024-06-01 | current | pecos_ownership |
| NORTON, STEVEN | CORPORATE DIRECTOR | — | 2022-01-20 | current | pecos_ownership |
| SHARP HEALTHCARE | ADP OF THE SNF | — | — | current | pecos_ownership |
| SMITH, ANDRES | CORPORATE DIRECTOR | — | 2023-01-01 | current | pecos_ownership |
| SUMMERS, STEPHEN | CORPORATE DIRECTOR | — | 2022-01-01 | current | pecos_ownership |
| VILLEGAS, SUSANA | CORPORATE OFFICER | — | 2019-02-15 | current | pecos_ownership |
| WOHLSTEIN, JULIE | CORPORATE DIRECTOR | — | 2022-12-01 | current | pecos_ownership |
| BRETT MCCLAIN | CORPORATE DIRECTOR | — | 2020-04-01 | ended 2026-05-18 | pecos_ownership |
| CAROL WANKE | W-2 MANAGING EMPLOYEE | — | — | ended 2026-05-18 | pecos_ownership |
| CHRISTINE MOORE | CORPORATE DIRECTOR | — | 2021-02-01 | ended 2026-05-18 | pecos_ownership |
| CHRISTOPHER HOWARD | W-2 MANAGING EMPLOYEE | — | 2019-03-31 | ended 2026-05-18 | pecos_ownership |
| DEBRA DISCAR-ESPE | CORPORATE OFFICER | — | 2016-12-01 | ended 2026-05-18 | pecos_ownership |
| ERIC CLARK | CORPORATE DIRECTOR | — | 2020-01-01 | ended 2026-05-18 | pecos_ownership |
| GABRIELLA MALAGON-MALDONADO | W-2 MANAGING EMPLOYEE | — | 2020-10-01 | ended 2026-05-18 | pecos_ownership |
| JEFFERY GROSS | CORPORATE DIRECTOR | — | 2022-10-01 | ended 2026-05-18 | pecos_ownership |
| JULIE WOHLSTEIN | CORPORATE DIRECTOR | — | 2022-12-01 | ended 2026-05-18 | pecos_ownership |
| MARILYN NORTON | CORPORATE OFFICER | — | 2019-02-15 | ended 2026-05-18 | pecos_ownership |
| MORA KELLER | CORPORATE DIRECTOR | — | 2022-01-01 | ended 2026-05-18 | pecos_ownership |
| SHARON CASEY | CORPORATE DIRECTOR | — | 2021-02-01 | ended 2026-05-18 | pecos_ownership |
| STEPHEN SUMMERS | CORPORATE DIRECTOR | — | 2022-01-01 | ended 2026-05-18 | pecos_ownership |
| STEVEN BERNSTEIN | CORPORATE DIRECTOR | — | 2022-06-01 | ended 2026-05-18 | pecos_ownership |
| SUSANA VILLEGAS | CORPORATE OFFICER | — | 2019-02-15 | ended 2026-05-18 | pecos_ownership |
| WILLIAM EVANS | W-2 MANAGING EMPLOYEE | — | 2015-02-15 | ended 2026-05-18 | pecos_ownership |
| WILLIAM EVANS | CORPORATE OFFICER | — | 2022-10-30 | ended 2026-05-18 | pecos_ownership |
| WILLIAM HALL | CORPORATE DIRECTOR | — | 2021-02-01 | 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
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 — CA snf
12| Close | Facility | Price | $/bed | Cap rate | Beds | Buyer |
|---|---|---|---|---|---|---|
| 2025-08-01 | Turlock Nursing & Rehabilitation Center | — | — | — | 144 | TRACY RIDGE HEALTHCARE, INC. |
| 2025-04-01 | ALAMITOS WEST HEALTH & REHABILITATION | — | — | — | 150 | MALCOLM HEALTHCARE, INC. |
| 2025-04-01 | PACIFIC HAVEN SUBACUTE AND HEALTHCARE CENTER | — | — | — | 99 | STRAWBERRY POND HEALTHCARE LLC |
| 2025-01-16 | GOLDEN HARBOR HEALTHCARE CENTER | — | — | — | 99 | CEYLON HOLDINGS LLC |
| 2024-12-30 | GRASS VALLEY HEALTHCARE CENTER | — | — | — | 86 | HEISMAN LLC |
| 2024-10-01 | REDWOOD GROVE POST ACUTE | — | — | — | 144 | SOQUEL CARE LLC |
| 2024-09-01 | OAK GROVE POST ACUTE | — | — | — | 119 | 4545 SHELLEY COURT OPCO, LLC |
| 2024-08-01 | WE CARE SKILLED NURSING - FREMONT | — | — | — | 99 | WE CARE SKILLED NURSING-FREMONT, LLC |
| 2024-05-01 | MAJESTIC MOUNTAIN CARE CENTER | — | — | — | 66 | OAKHURST SKILLED CARE LLC |
| 2024-04-01 | THE BRADLEY GARDENS | — | — | — | 44 | GHC OF SAN JACINTO LLC |
| 2024-04-01 | SANTA FE POST-ACUTE | — | — | — | 187 | SKILLED BOBIER LLC |
| 2024-04-01 | BAYSHIRE SAN DIMAS POST-ACUTE | — | — | — | 45 | SKILLED SAN DIMAS 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 06073 | acs median gross | 0 | $1,761 | 2024-12-31 | CENSUS_ACS5 |
| county 06073 | fmr | 0 | $2,288 | 2025-10-01 | HUD_USER_FMR |
| county 06073 | acs median gross | 1 | $1,888 | 2024-12-31 | CENSUS_ACS5 |
| county 06073 | fmr | 1 | $2,459 | 2025-10-01 | HUD_USER_FMR |
| county 06073 | acs median gross | 2 | $2,290 | 2024-12-31 | CENSUS_ACS5 |
| county 06073 | fmr | 2 | $3,001 | 2025-10-01 | HUD_USER_FMR |
| county 06073 | acs median gross | 3 | $2,826 | 2024-12-31 | CENSUS_ACS5 |
| county 06073 | fmr | 3 | $3,998 | 2025-10-01 | HUD_USER_FMR |
| county 06073 | acs median gross | 4 | $3,451 | 2024-12-31 | CENSUS_ACS5 |
| county 06073 | fmr | 4 | $4,845 | 2025-10-01 | HUD_USER_FMR |
| county 06073 | acs median gross | 5 | $3,501 | 2024-12-31 | CENSUS_ACS5 |
| county 06073 | acs median gross | $2,246 | 2024-12-31 | CENSUS_ACS5 | |
| county 06073 | acs recent mover gross | $2,729 | 2024-12-31 | CENSUS_ACS5 | |
| zcta 91911 | acs median gross | 0 | $1,772 | 2024-12-31 | CENSUS_ACS5 |
| zcta 91911 | acs median gross | 1 | $1,648 | 2024-12-31 | CENSUS_ACS5 |
| zcta 91911 | acs median gross | 2 | $2,125 | 2024-12-31 | CENSUS_ACS5 |
| zcta 91911 | acs median gross | 3 | $2,296 | 2024-12-31 | CENSUS_ACS5 |
| zcta 91911 | acs median gross | 4 | $2,942 | 2024-12-31 | CENSUS_ACS5 |
| zcta 91911 | acs median gross | 5 | $2,677 | 2024-12-31 | CENSUS_ACS5 |
| zcta 91911 | acs median gross | $2,078 | 2024-12-31 | CENSUS_ACS5 | |
| zcta 91911 | acs recent mover gross | $2,276 | 2024-12-31 | CENSUS_ACS5 | |
| zip 91911 | payment standard 110 | 0 | $2,365 | 2025-10-01 | HUD_USER_SAFMR |
| zip 91911 | payment standard 90 | 0 | $1,935 | 2025-10-01 | HUD_USER_SAFMR |
| zip 91911 | safmr | 0 | $2,150 | 2025-10-01 | HUD_USER_SAFMR |
| zip 91911 | payment standard 110 | 1 | $2,541 | 2025-10-01 | HUD_USER_SAFMR |
| zip 91911 | payment standard 90 | 1 | $2,079 | 2025-10-01 | HUD_USER_SAFMR |
| zip 91911 | safmr | 1 | $2,310 | 2025-10-01 | HUD_USER_SAFMR |
| zip 91911 | payment standard 110 | 2 | $3,102 | 2025-10-01 | HUD_USER_SAFMR |
| zip 91911 | payment standard 90 | 2 | $2,538 | 2025-10-01 | HUD_USER_SAFMR |
| zip 91911 | safmr | 2 | $2,820 | 2025-10-01 | HUD_USER_SAFMR |
| zip 91911 | payment standard 110 | 3 | $4,136 | 2025-10-01 | HUD_USER_SAFMR |
| zip 91911 | payment standard 90 | 3 | $3,384 | 2025-10-01 | HUD_USER_SAFMR |
| zip 91911 | safmr | 3 | $3,760 | 2025-10-01 | HUD_USER_SAFMR |
| zip 91911 | payment standard 110 | 4 | $5,005 | 2025-10-01 | HUD_USER_SAFMR |
| zip 91911 | payment standard 90 | 4 | $4,095 | 2025-10-01 | HUD_USER_SAFMR |
| zip 91911 | safmr | 4 | $4,550 | 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.