Composite
33.2 / 100 percentile
Screener / 505476
B
BAILEY-BOUSHAY HOUSE
snfWA
2720 EAST MADISON, SEATTLE, WA 98112 · CCN 505476 · chain COMMONSPIRIT HEALTH
Peer group
snf n = 14,684
Evidence depth
moderate
Certified beds
35
Model
v1.2
Reads as: riskier than 33.2% 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 model2Components6CHOW radar1Distress radar1Staffing13Penalties0Deficiencies48Licensure0Ownership57Related party0Transactions0Comps12Market rent35
Composite explanation
2| Component | Percentile | Raw | Weight | Weight share | Contribution | Counts |
|---|---|---|---|---|---|---|
| regulatory risk | 54.0 | 43.8 | 0.30 | 0.6667 | 36.00 | in index |
| chow risk | 18.0 | 24.6 | 0.15 | 0.3333 | 6.00 | 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
6| Score type | Score | Grade | Model | Status | Registry model notes |
|---|---|---|---|---|---|
| chow risk | 24.6 | 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. |
| 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 | 0.2 | — | 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. |
| 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. |
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)
0.2%
model v0.1 · computed 2026-07-29
Percentile among SNFs
35.0
100 = most likely to sell
Holdout AUC
0.874
evaluated before shipping, never refit
| Driver | Value | Pull on odds | |
|---|---|---|---|
| Total nurse staffing (HPRD) | 10.38 | -1.46 | |
| For-profit ownership | 0.00 | -1.24 | |
| Never sold on record | 1.00 | +0.62 | |
| Current owner tenure (years) | 25.00 | +0.57 | |
| Chain size (log) | 4.47 | +0.55 | |
| Occupancy | 0.88 | -0.52 | |
| No PBJ staffing report | 0.00 | +0.42 | |
| 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)
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 | |
|---|---|---|---|
| Total nurse staffing (HPRD) | 10.38 | -3.01 | |
| For-profit ownership | 0.00 | +1.62 | |
| Deficiencies, last 12 months | 0.00 | +1.43 | |
| Chain size (log) | 4.47 | -1.40 | |
| Occupancy | 0.88 | -0.54 | |
| No PBJ staffing report | 0.00 | +0.39 | |
| Staffing trend, last 4 quarters | -0.48 | -0.25 | |
| 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
13| 2025Q2 HPRD | This facility | WA median | National median | National p25–p75 |
|---|---|---|---|---|
| Total nurse | 10.38 | 3.70 | 3.28 | 2.90–3.77 |
| RN | 5.32 | 0.62 | 0.39 | 0.25–0.58 |
| Weekend total | 9.59 | 3.51 | 3.11 | — |
| Weekday total | 10.70 | 3.79 | 3.35 | — |
| Quarter | Days | Avg census | Total HPRD | RN | LPN | CNA | Weekend | Contract % |
|---|---|---|---|---|---|---|---|---|
| 2025Q2 | 91 | 30.7 | 10.38 | 5.32 | 0.00 | 5.06 | 9.59 | 0.0% |
| 2025Q1 | 90 | 29.1 | 10.44 | 5.38 | 0.00 | 5.05 | 9.87 | 0.0% |
| 2024Q4 | 92 | 28.9 | 9.97 | 4.96 | 0.00 | 5.00 | 10.02 | 0.0% |
| 2024Q3 | 92 | 28.8 | 9.80 | 4.81 | 0.00 | 4.99 | 9.47 | 0.0% |
| 2024Q2 | 91 | 27.5 | 10.86 | 5.63 | 0.00 | 5.23 | 10.32 | 0.0% |
| 2024Q1 | 91 | 30.3 | 10.36 | 5.28 | 0.00 | 5.08 | 9.63 | 0.0% |
| 2023Q4 | 92 | 30.0 | 10.23 | 5.93 | 0.00 | 4.30 | 9.51 | 0.0% |
| 2023Q3 | 92 | 28.7 | 10.56 | 6.30 | 0.00 | 4.26 | 9.46 | 0.0% |
| 2023Q2 | 91 | 30.3 | 7.93 | 4.72 | 0.00 | 3.22 | 7.34 | 0.0% |
| 2023Q1 | 90 | 30.7 | 7.74 | 4.87 | 0.00 | 2.87 | 7.44 | 0.0% |
| 2022Q4 | 92 | 30.5 | 7.69 | 4.61 | 0.00 | 3.08 | 7.32 | 0.0% |
| 2022Q3 | 92 | 30.5 | 8.42 | 4.72 | 0.00 | 3.69 | 7.88 | 0.0% |
| 2022Q2 | 91 | 28.1 | 8.58 | 4.46 | 0.00 | 4.12 | 8.30 | 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
48D × 29E × 19
deficiencies by survey year
| Survey | Type | Tag | Deficiency | Scope | Corrected |
|---|---|---|---|---|---|
| 2025-07-16 | Health · complaint | F0689 | Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents. | D | 2025-08-29 |
| 2025-05-05 | Health | F0552 | Ensure that residents are fully informed and understand their health status, care and treatments. | D | 2025-06-18 |
| 2025-05-05 | Health | F0569 | Notify each resident of certain balances and convey resident funds upon discharge, eviction, or death. | D | 2025-06-18 |
| 2025-05-05 | Health | F0577 | Allow residents to easily view the nursing home's survey results and communicate with advocate agencies. | E | 2025-06-18 |
| 2025-05-05 | Health | F0605 | Prevent the use of unnecessary psychotropic medications or use medications that may restrain a resident's ability to function. | D | 2025-06-18 |
| 2025-05-05 | Health | F0637 | Assess the resident when there is a significant change in condition | D | 2025-06-18 |
| 2025-05-05 | Health | F0641 | Ensure each resident receives an accurate assessment. | E | 2025-06-18 |
| 2025-05-05 | Health | F0645 | PASARR screening for Mental disorders or Intellectual Disabilities | E | 2025-06-18 |
| 2025-05-05 | 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 | 2025-06-18 |
| 2025-05-05 | 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 | 2025-06-18 |
| 2025-05-05 | Health | F0679 | Provide activities to meet all resident's needs. | D | 2025-06-18 |
| 2025-05-05 | Health | F0699 | Provide care or services that was trauma informed and/or culturally competent. | D | 2025-06-18 |
| 2025-05-05 | Health | F0732 | Post nurse staffing information every day. | E | 2025-06-18 |
| 2025-05-05 | Health | F0757 | Ensure each resident’s drug regimen must be free from unnecessary drugs. | D | 2025-06-18 |
| 2025-05-05 | 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. | E | 2025-06-18 |
| 2025-05-05 | Health | F0811 | Ensure that residents are assessed for appropriateness for a feeding assistant program, receive services as per their plan of care, and feeding assistants are trained and supervised. | D | 2025-06-18 |
| 2025-05-05 | Health | F0812 | Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards. | E | 2025-06-18 |
| 2025-05-05 | Health | F0880 | Provide and implement an infection prevention and control program. | E | 2025-06-18 |
| 2025-02-26 | Health · complaint | F0609 | Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities. | D | 2025-04-01 |
| 2024-05-20 | Health | F0552 | Ensure that residents are fully informed and understand their health status, care and treatments. | D | 2024-06-24 |
| 2024-05-20 | Health | F0609 | Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities. | D | 2024-06-24 |
| 2024-05-20 | Health | F0610 | Respond appropriately to all alleged violations. | D | 2024-06-24 |
| 2024-05-20 | 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 | 2024-06-24 |
| 2024-05-20 | 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 | 2024-06-24 |
| 2024-05-20 | Health | F0636 | Assess the resident completely in a timely manner when first admitted, and then periodically, at least every 12 months. | E | 2024-06-24 |
| 2024-05-20 | Health | F0638 | Assure that each resident’s assessment is updated at least once every 3 months. | E | 2024-06-24 |
| 2024-05-20 | Health | F0641 | Ensure each resident receives an accurate assessment. | D | 2024-06-24 |
| 2024-05-20 | Health | F0645 | PASARR screening for Mental disorders or Intellectual Disabilities | D | 2024-06-24 |
| 2024-05-20 | Health | F0655 | Create and put into place a plan for meeting the resident's most immediate needs within 48 hours of being admitted | D | 2024-06-24 |
| 2024-05-20 | 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 | 2024-06-24 |
| 2024-05-20 | 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 | 2024-06-24 |
| 2024-05-20 | Health | F0689 | Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents. | D | 2024-06-24 |
| 2024-05-20 | Health | F0693 | Ensure that feeding tubes are not used unless there is a medical reason and the resident agrees; and provide appropriate care for a resident with a feeding tube. | D | 2024-06-24 |
| 2024-05-20 | 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 | 2024-06-24 |
| 2024-05-20 | Health | F0812 | Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards. | E | 2024-06-24 |
| 2024-05-20 | Health | F0880 | Provide and implement an infection prevention and control program. | E | 2024-06-24 |
| 2024-05-20 | Health | F0883 | Develop and implement policies and procedures for flu and pneumonia vaccinations. | D | 2024-06-24 |
| 2023-03-01 | Health | F0552 | Ensure that residents are fully informed and understand their health status, care and treatments. | E | 2023-04-14 |
| 2023-03-01 | Health | F0636 | Assess the resident completely in a timely manner when first admitted, and then periodically, at least every 12 months. | E | 2023-04-14 |
| 2023-03-01 | Health | F0638 | Assure that each resident’s assessment is updated at least once every 3 months. | E | 2023-04-14 |
| 2023-03-01 | Health | F0641 | Ensure each resident receives an accurate assessment. | E | 2023-04-14 |
| 2023-03-01 | Health | F0656 | Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured. | E | 2023-04-14 |
| 2023-03-01 | Health | F0695 | Provide safe and appropriate respiratory care for a resident when needed. | D | 2023-04-14 |
| 2023-03-01 | Health | F0729 | Verify that a nurse aide has been trained; and if they haven't worked as a nurse aide for 2 years, receive retraining. | D | 2023-04-14 |
| 2023-03-01 | Health | F0761 | Ensure drugs and biologicals used in the facility are labeled in accordance with currently accepted professional principles; and all drugs and biologicals must be stored in locked compartments, separately locked, compartments for controlled drugs. | E | 2023-04-14 |
| 2023-03-01 | Health | F0812 | Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards. | E | 2023-04-14 |
| 2023-03-01 | Health | F0883 | Develop and implement policies and procedures for flu and pneumonia vaccinations. | E | 2023-04-14 |
| 2023-03-01 | Health | F0887 | Educate residents and staff on COVID-19 vaccination, offer the COVID-19 vaccine to eligible residents and staff after education, and properly document each resident and staff member's vaccination status. | D | 2023-04-14 |
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
57| Owner | Role | Pct | From | Status | Source |
|---|---|---|---|---|---|
| COMMONSPIRIT HEALTH | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | 50% | 2021-01-01 | current | pecos_ownership |
| VIRGINIA MASON HEALTH SYSTEM | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | 50% | 2021-01-01 | current | pecos_ownership |
| CARLILE, ROBERT | CORPORATE DIRECTOR | — | 2021-01-01 | current | pecos_ownership |
| CHI, ULI | CORPORATE DIRECTOR | — | 2021-01-01 | current | pecos_ownership |
| CORVI, CAROLYN | CORPORATE OFFICER | — | 2015-06-12 | current | pecos_ownership |
| GOODRICH, CRAIG | CORPORATE DIRECTOR | — | 2018-01-01 | current | pecos_ownership |
| GOODWIN, RUTH | CORPORATE DIRECTOR | — | 2021-01-01 | current | pecos_ownership |
| GREEN, JOSHUA | CORPORATE OFFICER | — | 2015-06-11 | current | pecos_ownership |
| GRIFFIN, MICHELLE | CORPORATE OFFICER | — | 2015-06-11 | current | pecos_ownership |
| HAMACHEK, TOD | CORPORATE OFFICER | — | 2015-06-11 | current | pecos_ownership |
| HOFFMAN, MICHAEL | CORPORATE DIRECTOR | — | 2021-01-01 | current | pecos_ownership |
| HUNTHAUSEN, DENNIS | CORPORATE DIRECTOR | — | 2021-01-01 | current | pecos_ownership |
| KAPLAN, GARY | CORPORATE OFFICER | — | 2015-04-09 | current | pecos_ownership |
| KNOWLES, BRIAN | W-2 MANAGING EMPLOYEE | — | 2007-04-01 | current | pecos_ownership |
| KNOWLES, BRIAN | OPERATIONAL/MANAGERIAL CONTROL | — | 2015-06-11 | current | pecos_ownership |
| LEMON, ROBERT | CORPORATE OFFICER | — | 2015-06-11 | current | pecos_ownership |
| LOPUS, ALFRED | CORPORATE OFFICER | — | 2015-06-11 | current | pecos_ownership |
| MANN, DOROTHY | CORPORATE OFFICER | — | 2015-06-11 | current | pecos_ownership |
| MCWILLIAMS, MARY | CORPORATE OFFICER | — | 2015-01-01 | current | pecos_ownership |
| MEYER, GREGG | CORPORATE OFFICER | — | 2016-01-01 | current | pecos_ownership |
| MORATH, JULIANNE | CORPORATE OFFICER | — | 2015-06-11 | current | pecos_ownership |
| O'QUINN, MARVIN | CORPORATE DIRECTOR | — | 2021-01-01 | current | pecos_ownership |
| OPPENHEIMER, JOHN | CORPORATE OFFICER | — | 2016-01-01 | current | pecos_ownership |
| ORLIKOFF, JAMES | CORPORATE OFFICER | — | 2015-06-11 | current | pecos_ownership |
| PANGRAZIO, KRISTI | CORPORATE OFFICER | — | 2015-06-11 | current | pecos_ownership |
| PULS, DIANN | CORPORATE DIRECTOR | — | 2021-01-01 | current | pecos_ownership |
| RASCO, PATRICIA | W-2 MANAGING EMPLOYEE | — | 2015-04-09 | current | pecos_ownership |
| RASCO, PATRICIA | OPERATIONAL/MANAGERIAL CONTROL | — | 2015-06-11 | current | pecos_ownership |
| VIRIGNIA MASON FRANCISCAN HEALTH | 5% OR GREATER DIRECT OWNERSHIP INTEREST | — | 2021-01-01 | current | pecos_ownership |
| YOUNG, JAMES | CORPORATE OFFICER | — | 2015-06-11 | current | pecos_ownership |
| ALFRED LOPUS | CORPORATE OFFICER | — | 2015-06-11 | ended 2026-05-18 | pecos_ownership |
| BRIAN KNOWLES | CORPORATE DIRECTOR | — | 2015-06-11 | ended 2026-05-18 | pecos_ownership |
| BRIAN KNOWLES | W-2 MANAGING EMPLOYEE | — | 2007-04-01 | ended 2026-05-18 | pecos_ownership |
| CAROLYN CORVI | CORPORATE OFFICER | — | 2015-06-12 | ended 2026-05-18 | pecos_ownership |
| CRAIG GOODRICH | CORPORATE OFFICER | — | 2018-01-01 | ended 2026-05-18 | pecos_ownership |
| DENNIS HUNTHAUSEN | CORPORATE DIRECTOR | — | 2021-01-01 | ended 2026-05-18 | pecos_ownership |
| DIANN PULS | CORPORATE DIRECTOR | — | 2021-01-01 | ended 2026-05-18 | pecos_ownership |
| DOROTHY MANN | CORPORATE OFFICER | — | 2015-06-11 | ended 2026-05-18 | pecos_ownership |
| GARY KAPLAN | CORPORATE OFFICER | — | 2015-04-09 | ended 2026-05-18 | pecos_ownership |
| GREGG MEYER | CORPORATE OFFICER | — | 2016-01-01 | ended 2026-05-18 | pecos_ownership |
| JAMES ORLIKOFF | CORPORATE OFFICER | — | 2015-06-11 | ended 2026-05-18 | pecos_ownership |
| JAMES YOUNG | CORPORATE OFFICER | — | 2015-06-11 | ended 2026-05-18 | pecos_ownership |
| JOHN OPPENHEIMER | CORPORATE OFFICER | — | 2016-01-01 | ended 2026-05-18 | pecos_ownership |
| JOSHUA GREEN | CORPORATE OFFICER | — | 2015-06-11 | ended 2026-05-18 | pecos_ownership |
| JULIANNE MORATH | CORPORATE OFFICER | — | 2015-06-11 | ended 2026-05-18 | pecos_ownership |
| KRISTI PANGRAZIO | CORPORATE OFFICER | — | 2015-06-11 | ended 2026-05-18 | pecos_ownership |
| MARVIN O'QUINN | CORPORATE DIRECTOR | — | 2021-01-01 | ended 2026-05-18 | pecos_ownership |
| MARY MCWILLIAMS | CORPORATE OFFICER | — | 2015-01-01 | ended 2026-05-18 | pecos_ownership |
| MICHAEL HOFFMAN | CORPORATE DIRECTOR | — | 2021-01-01 | ended 2026-05-18 | pecos_ownership |
| MICHELLE GRIFFIN | CORPORATE OFFICER | — | 2015-06-11 | ended 2026-05-18 | pecos_ownership |
| PATRICIA RASCO | OPERATIONAL/MANAGERIAL CONTROL | — | 2015-06-11 | ended 2026-05-18 | pecos_ownership |
| PATRICIA RASCO | W-2 MANAGING EMPLOYEE | — | 2015-04-09 | ended 2026-05-18 | pecos_ownership |
| ROBERT CARLILE | CORPORATE DIRECTOR | — | 2021-01-01 | ended 2026-05-18 | pecos_ownership |
| ROBERT LEMON | CORPORATE OFFICER | — | 2015-06-11 | ended 2026-05-18 | pecos_ownership |
| RUTH GOODWIN | CORPORATE DIRECTOR | — | 2021-01-01 | ended 2026-05-18 | pecos_ownership |
| TOD HAMACHEK | CORPORATE OFFICER | — | 2015-06-11 | ended 2026-05-18 | pecos_ownership |
| ULI CHI | CORPORATE DIRECTOR | — | 2021-01-01 | 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
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 — WA snf
12| Close | Facility | Price | $/bed | Cap rate | Beds | Buyer |
|---|---|---|---|---|---|---|
| 2025-06-01 | Bremerton Trails Post Acute | — | — | — | 125 | RINCON BEACH, LLC |
| 2025-06-01 | Othello Post Acute | — | — | — | 39 | DOHENY BEACH, LLC |
| 2025-06-01 | Edmonds Post Acute | — | — | — | 128 | SALT CREEK BEACH, LLC |
| 2025-05-21 | AURORA VALLEY CARE | — | — | — | 124 | AURORA VALLEY CARE LLC |
| 2025-05-21 | THREE RIVERS CARE | — | — | — | 83 | THREE RIVERS CARE LLC |
| 2025-05-21 | FIR LANE CARE | — | — | — | 135 | FIR LANE CARE LLC |
| 2025-05-21 | SPOKANE FALLS CARE | — | — | — | 100 | SPOKANE FALLS CARE LLC |
| 2025-05-01 | MARIANWOOD HEALTH AND REHABILITATION | — | — | — | 117 | LUNA VEGA HEALTHCARE LLC |
| 2025-04-01 | WOODARD CREEK HEALTH & REHABILITATION | — | — | — | 152 | WOODARD SNF OPERATIONS LLC |
| 2025-03-12 | Avalon Healthcare - Tacoma | — | — | — | 81 | AVALON HEALTHCARE-TACOMA LLC |
| 2025-03-01 | SOUTH HILL REHABILITATION AND CARE CENTER | — | — | — | 113 | LAST EMPIRE HEALTHCARE LLC |
| 2024-08-01 | PINE RIDGE POST ACUTE | — | — | — | 80 | PINE RIDGE SNF HEALTHCARE 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 53033 | acs median gross | 0 | $1,721 | 2024-12-31 | CENSUS_ACS5 |
| county 53033 | fmr | 0 | $2,074 | 2025-10-01 | HUD_USER_FMR |
| county 53033 | acs median gross | 1 | $1,867 | 2024-12-31 | CENSUS_ACS5 |
| county 53033 | fmr | 1 | $2,146 | 2025-10-01 | HUD_USER_FMR |
| county 53033 | acs median gross | 2 | $2,257 | 2024-12-31 | CENSUS_ACS5 |
| county 53033 | fmr | 2 | $2,501 | 2025-10-01 | HUD_USER_FMR |
| county 53033 | acs median gross | 3 | $2,706 | 2024-12-31 | CENSUS_ACS5 |
| county 53033 | fmr | 3 | $3,272 | 2025-10-01 | HUD_USER_FMR |
| county 53033 | acs median gross | 4 | $3,275 | 2024-12-31 | CENSUS_ACS5 |
| county 53033 | fmr | 4 | $3,847 | 2025-10-01 | HUD_USER_FMR |
| county 53033 | acs median gross | 5 | $3,470 | 2024-12-31 | CENSUS_ACS5 |
| county 53033 | acs median gross | $2,092 | 2024-12-31 | CENSUS_ACS5 | |
| county 53033 | acs recent mover gross | $2,229 | 2024-12-31 | CENSUS_ACS5 | |
| zcta 98112 | acs median gross | 0 | $1,620 | 2024-12-31 | CENSUS_ACS5 |
| zcta 98112 | acs median gross | 1 | $1,900 | 2024-12-31 | CENSUS_ACS5 |
| zcta 98112 | acs median gross | 2 | $2,517 | 2024-12-31 | CENSUS_ACS5 |
| zcta 98112 | acs median gross | 3 | $3,387 | 2024-12-31 | CENSUS_ACS5 |
| zcta 98112 | acs median gross | 4 | $3,501 | 2024-12-31 | CENSUS_ACS5 |
| zcta 98112 | acs median gross | $2,136 | 2024-12-31 | CENSUS_ACS5 | |
| zcta 98112 | acs recent mover gross | $2,112 | 2024-12-31 | CENSUS_ACS5 | |
| zip 98112 | payment standard 110 | 0 | $2,398 | 2025-10-01 | HUD_USER_SAFMR |
| zip 98112 | payment standard 90 | 0 | $1,962 | 2025-10-01 | HUD_USER_SAFMR |
| zip 98112 | safmr | 0 | $2,180 | 2025-10-01 | HUD_USER_SAFMR |
| zip 98112 | payment standard 110 | 1 | $2,486 | 2025-10-01 | HUD_USER_SAFMR |
| zip 98112 | payment standard 90 | 1 | $2,034 | 2025-10-01 | HUD_USER_SAFMR |
| zip 98112 | safmr | 1 | $2,260 | 2025-10-01 | HUD_USER_SAFMR |
| zip 98112 | payment standard 110 | 2 | $2,893 | 2025-10-01 | HUD_USER_SAFMR |
| zip 98112 | payment standard 90 | 2 | $2,367 | 2025-10-01 | HUD_USER_SAFMR |
| zip 98112 | safmr | 2 | $2,630 | 2025-10-01 | HUD_USER_SAFMR |
| zip 98112 | payment standard 110 | 3 | $3,784 | 2025-10-01 | HUD_USER_SAFMR |
| zip 98112 | payment standard 90 | 3 | $3,096 | 2025-10-01 | HUD_USER_SAFMR |
| zip 98112 | safmr | 3 | $3,440 | 2025-10-01 | HUD_USER_SAFMR |
| zip 98112 | payment standard 110 | 4 | $4,455 | 2025-10-01 | HUD_USER_SAFMR |
| zip 98112 | payment standard 90 | 4 | $3,645 | 2025-10-01 | HUD_USER_SAFMR |
| zip 98112 | safmr | 4 | $4,050 | 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.