Composite
25.5 / 100 percentile
Screener / 495184
A
Woodhaven Hall at Williamsburg Landing
snfVA
5500 WILLIAMSBURG LANDING DR, WILLIAMSBURG, VA 23185 · CCN 495184
Peer group
snf n = 14,684
Evidence depth
deep
Certified beds
73
Model
v1.2
Reads as: riskier than 25.5% 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 signals2Components16CHOW radar1Distress radar1Staffing16Penalties1Deficiencies32Licensure0Ownership56Related party0Transactions0Comps12Market rent35
Composite explanation
5| Component | Percentile | Raw | Weight | Weight share | Contribution | Counts |
|---|---|---|---|---|---|---|
| billing conduct | 64.5 | 45.3 | 0.30 | 0.2308 | 14.88 | in index |
| regulatory risk | 61.1 | 52.6 | 0.30 | 0.2308 | 14.10 | in index |
| financial risk | 19.7 | 26.8 | 0.30 | 0.2308 | 4.55 | in index |
| chow risk | 38.2 | 45.1 | 0.15 | 0.1154 | 4.41 | in index |
| staffing risk | 4.3 | 4.4 | 0.25 | 0.1923 | 0.83 | 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
2| Kind | Finding | Signal | Subject | First seen |
|---|---|---|---|---|
| connection | Owner fleet enforcement cluster | 50% fined | ZEIDLER JEANNE | 6 facilities |
| connection | Owner fleet enforcement cluster | 40% fined | SMITH CHRISTY | 5 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 | 45.3 | C | v0.1-pacpuf-snf | default · in composite | R22. PAC PUF SNF 2023. PDPM coding intensity vs acuity, stay length, charge markup. |
| chow risk | 20.2 | A | v0.1-pos | default · in composite | Change-of-ownership footprint in the CMS Provider of Services file: control-family, legal-name and address deltas across quarterly snapshots, plus certification reset recency and Medicare tenure. |
| chow risk | 70.0 | D | v0.6 | default · in composite | |
| financial risk | 26.8 | B | v0.5 | default · in composite | R18. |
| p adverse action 12m | 3.7 | — | 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 | 0.6 | — | 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 | 52.6 | C | v0.3 | default · in composite | Deficiency-based, SNF population. Runs alongside v0.5-pos. |
| staffing risk | 4.4 | A | v0.3 | default · in composite | Cost-report staffing, SNF population. Runs alongside v0.4-pos, which covers ICF/IID from POS. |
| financial risk | 78.2 | D | 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 | 58.2 | C | 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 | 28.1 | B | v0.3 | superseded | Pre-registry model iteration, superseded by a later financial_risk rebuild. Rows retained for audit per project convention (see regulatory_risk v0.4-pos); never consumed because v_cii_api_facility_score and the composite eligibility join both require status = default. Backfilled 2026-07-26 by alert triage on model_registry_integrity. |
| financial risk | 28.8 | B | v0.4 | superseded | Pre-registry model iteration, superseded by a later financial_risk rebuild. Rows retained for audit per project convention (see regulatory_risk v0.4-pos); never consumed because v_cii_api_facility_score and the composite eligibility join both require status = default. Backfilled 2026-07-26 by alert triage on model_registry_integrity. |
| regulatory risk | 52.4 | C | 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 | 52.4 | C | 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 | 4.4 | 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 | 4.4 | 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)
0.6%
model v0.1 · computed 2026-07-29
Percentile among SNFs
54.8
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 | |
| Occupancy | 0.56 | +0.41 | |
| Chain size (log) | 0.00 | -0.40 | |
| Total nurse staffing (HPRD) | 4.94 | -0.38 | |
| 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)
3.7%
model v0.1 · computed 2026-07-29
Percentile among SNFs
95.6
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 | |
| Staffing trend, last 4 quarters | 2.91 | +1.33 | |
| Chain size (log) | 0.00 | +1.20 | |
| Occupancy | 0.56 | +0.81 | |
| Total nurse staffing (HPRD) | 4.94 | -0.73 | |
| Fine amount, 12m (log) | 10.39 | -0.58 | |
| No PBJ staffing report | 0.00 | +0.39 | |
| Deficiencies, last 12 months | 6.00 | +0.32 |
Probability the facility's Medicare participation ends within 12 months, from public records only. Red bars raise exit odds. A negative pull from deficiencies is the winding-down signature — surveys stop as a facility empties — not evidence that clean inspections are dangerous.
Staffing vs peers
16| 2025Q4 HPRD | This facility | VA median | National median | National p25–p75 |
|---|---|---|---|---|
| Total nurse | 4.94 | 3.13 | 3.28 | 2.90–3.77 |
| RN | 0.82 | 0.30 | 0.39 | 0.25–0.58 |
| Weekend total | 4.83 | 2.96 | 3.11 | — |
| Weekday total | 4.99 | 3.20 | 3.35 | — |
| Quarter | Days | Avg census | Total HPRD | RN | LPN | CNA | Weekend | Contract % |
|---|---|---|---|---|---|---|---|---|
| 2025Q4 | 92 | 40.6 | 4.94 | 0.82 | 1.06 | 3.06 | 4.83 | 0.5% |
| 2025Q3 | 92 | 38.3 | 4.16 | 0.78 | 0.88 | 2.50 | 3.88 | 1.9% |
| 2025Q2 | 91 | 38.8 | 3.60 | 0.68 | 0.92 | 1.99 | 3.52 | 0.8% |
| 2025Q1 | 90 | 40.3 | 4.60 | 0.92 | 0.80 | 2.88 | 4.64 | 1.6% |
| 2024Q4 | 92 | 38.6 | 2.03 | 1.90 | 0.00 | 0.13 | 1.55 | 7.7% |
| 2024Q3 | 92 | 39.3 | 3.05 | 0.00 | 1.16 | 1.89 | 2.90 | 0.0% |
| 2024Q2 | 91 | 40.5 | 4.53 | 0.22 | 1.14 | 3.16 | 4.14 | 7.6% |
| 2024Q1 | 91 | 39.9 | 4.89 | 0.71 | 1.22 | 2.96 | 4.55 | 15.3% |
| 2023Q4 | 92 | 39.1 | 4.42 | 0.40 | 0.97 | 3.05 | 4.11 | 20.4% |
| 2023Q3 | 92 | 41.7 | 4.74 | 0.63 | 1.07 | 3.03 | 4.37 | 24.2% |
| 2023Q2 | 91 | 40.7 | 3.65 | 0.31 | 0.95 | 2.39 | 3.41 | 34.1% |
| 2023Q1 | 90 | 41.7 | 4.43 | 0.36 | 1.12 | 2.94 | 4.28 | 14.5% |
| 2022Q4 | 92 | 41.7 | 4.36 | 0.39 | 1.11 | 2.86 | 4.29 | 16.9% |
| 2022Q3 | 92 | 40.1 | 3.46 | 0.49 | 0.78 | 2.19 | 3.49 | 36.8% |
| 2022Q2 | 91 | 70.6 | 2.40 | 0.37 | 0.54 | 1.49 | 2.37 | 31.1% |
| 2022Q1 | 90 | 42.0 | 4.16 | 0.53 | 1.01 | 2.61 | 4.18 | 22.4% |
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
1| Date | Type | Fine | Source |
|---|---|---|---|
| 2026-02-27 | Fine | $32,560 | CMS provider data |
Total fines on record: $32,560
Deficiencies
32B × 1D × 25E × 3F × 2J × 1
deficiencies by survey year
| Survey | Type | Tag | Deficiency | Scope | Corrected |
|---|---|---|---|---|---|
| 2026-02-27 | Health | F0600 | Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody. | D | 2026-04-10 |
| 2026-02-27 | Health · complaint | F0607 | Develop and implement policies and procedures to prevent abuse, neglect, and theft. | D | 2026-04-10 |
| 2026-02-27 | Health · complaint | F0609 | Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities. | D | 2026-04-10 |
| 2026-02-27 | Health · complaint | F0610 | Respond appropriately to all alleged violations. | D | 2026-04-13 |
| 2026-02-27 | Health · complaint | F0689 | Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents. | J | 2026-04-10 |
| 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 | 2026-04-10 |
| 2022-08-19 | Health | F0561 | Honor the resident's right to and the facility must promote and facilitate resident self-determination through support of resident choice. | D | 2022-09-20 |
| 2022-08-19 | Health | F0582 | Give residents notice of Medicaid/Medicare coverage and potential liability for services not covered. | D | 2022-09-20 |
| 2022-08-19 | 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 | 2022-09-20 |
| 2022-08-19 | Health | F0658 | Ensure services provided by the nursing facility meet professional standards of quality. | D | 2022-09-20 |
| 2022-08-19 | Health | F0689 | Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents. | D | 2022-09-20 |
| 2022-08-19 | 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 | 2022-09-20 |
| 2022-08-19 | Health | F0842 | Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards. | D | 2022-09-20 |
| 2022-08-19 | Health | F0880 | Provide and implement an infection prevention and control program. | D | 2022-09-20 |
| 2022-08-19 | Health | F0883 | Develop and implement policies and procedures for flu and pneumonia vaccinations. | D | 2022-09-20 |
| 2022-08-19 | Health | F0886 | Perform COVID19 testing on residents and staff. | F | 2022-09-20 |
| 2022-08-19 | 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 | 2022-09-20 |
| 2022-08-19 | Health | F0888 | Ensure staff are vaccinated for COVID-19 | E | 2022-09-20 |
| 2019-05-31 | Health | F0554 | Allow residents to self-administer drugs if determined clinically appropriate. | D | 2019-07-12 |
| 2019-05-31 | Health | F0607 | Develop and implement policies and procedures to prevent abuse, neglect, and theft. | D | 2019-07-12 |
| 2019-05-31 | 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 | 2019-07-12 |
| 2019-05-31 | Health | F0640 | Encode each resident’s assessment data and transmit these data to the State within 7 days of assessment. | B | 2019-07-12 |
| 2019-05-31 | Health | F0645 | PASARR screening for Mental disorders or Intellectual Disabilities | D | 2019-07-12 |
| 2019-05-31 | Health | F0656 | Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured. | D | 2019-07-12 |
| 2019-05-31 | 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 | 2019-07-12 |
| 2019-05-31 | 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 | 2019-07-12 |
| 2019-05-31 | Health | F0730 | Observe each nurse aide's job performance and give regular training. | D | 2019-07-12 |
| 2019-05-31 | Health | F0744 | Provide the appropriate treatment and services to a resident who displays or is diagnosed with dementia. | D | 2019-07-12 |
| 2019-05-31 | Health | F0755 | Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist. | D | 2019-07-12 |
| 2019-05-31 | Health | F0801 | Employ sufficient staff with the appropriate competencies and skills sets to carry out the functions of the food and nutrition service, including a qualified dietician. | D | 2019-07-12 |
| 2019-05-31 | Health | F0812 | Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards. | E | 2019-07-12 |
| 2019-05-31 | Health | F0880 | Provide and implement an infection prevention and control program. | E | 2019-07-12 |
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
56| Owner | Role | Pct | From | Status | Source |
|---|---|---|---|---|---|
| ADAMS, VONNIE | W-2 MANAGING EMPLOYEE | — | 2022-01-01 | current | pecos_ownership |
| BATES, LISA | W-2 MANAGING EMPLOYEE | — | 2014-09-01 | current | pecos_ownership |
| BECKE, RACHEL | W-2 MANAGING EMPLOYEE | — | 2024-04-01 | current | pecos_ownership |
| BRODY, ALLISON | CORPORATE DIRECTOR | — | 2022-01-01 | current | pecos_ownership |
| BUCKLESS, DONALD | CORPORATE DIRECTOR | — | 2022-01-01 | current | pecos_ownership |
| CANFIELD, LOUISE | CORPORATE DIRECTOR | — | 2022-01-01 | current | pecos_ownership |
| DAVIS, ELIZABETH | CORPORATE DIRECTOR | — | 2014-09-01 | current | pecos_ownership |
| DRISCOLL, EDWARD | CORPORATE OFFICER | — | 2024-01-01 | current | pecos_ownership |
| FOX, MICHAEL | CORPORATE OFFICER | — | 2024-01-01 | current | pecos_ownership |
| GEDDY, VERNON | CORPORATE DIRECTOR | — | 2022-01-01 | current | pecos_ownership |
| GERHARDT, PAUL | CORPORATE DIRECTOR | — | 2009-09-01 | current | pecos_ownership |
| HARSHAW, CONNIE | CORPORATE DIRECTOR | — | 2022-01-01 | current | pecos_ownership |
| HILL, TERRY | CORPORATE OFFICER | — | 2024-01-01 | current | pecos_ownership |
| KNUDSON, JUDY | CORPORATE OFFICER | — | 2024-01-01 | current | pecos_ownership |
| LAMBERT, MATTHEW | CORPORATE DIRECTOR | — | 2022-01-01 | current | pecos_ownership |
| MILLS, TIMOTHY | CORPORATE OFFICER | — | 2024-01-01 | current | pecos_ownership |
| PARKS, JUANITA | W-2 MANAGING EMPLOYEE | — | 2014-09-01 | current | pecos_ownership |
| PARKS, JUANITA | CORPORATE DIRECTOR | — | 2022-01-01 | current | pecos_ownership |
| PITTMAN, CARLANE | CORPORATE OFFICER | — | 2024-01-01 | current | pecos_ownership |
| RANDALL, BRANDON | CORPORATE OFFICER | — | 2024-01-01 | current | pecos_ownership |
| SMITH, CHRISTOPHER | CORPORATE OFFICER | — | 2024-01-01 | current | pecos_ownership |
| STABLER, SCOTT | CORPORATE OFFICER | — | 2024-01-01 | current | pecos_ownership |
| STORER, GREG | CORPORATE DIRECTOR | — | 2022-01-01 | current | pecos_ownership |
| UNDERWOOD, ROBERT | CORPORATE OFFICER | — | 2024-01-01 | current | pecos_ownership |
| WILLIAMS, MIKE | W-2 MANAGING EMPLOYEE | — | 2021-05-17 | current | pecos_ownership |
| WILLIAMS, SUZANNE | W-2 MANAGING EMPLOYEE | — | 2024-01-22 | current | pecos_ownership |
| WOLFE, SALLY | W-2 MANAGING EMPLOYEE | — | 2009-09-01 | current | pecos_ownership |
| ZEIDLER, JEANNE | CORPORATE DIRECTOR | — | 2022-01-01 | current | pecos_ownership |
| ALLISON BRODY | CORPORATE DIRECTOR | — | 2022-01-01 | ended 2026-05-18 | pecos_ownership |
| BRANDON RANDALL | CORPORATE OFFICER | — | 2024-01-01 | ended 2026-05-18 | pecos_ownership |
| CARLANE PITTMAN | CORPORATE OFFICER | — | 2024-01-01 | ended 2026-05-18 | pecos_ownership |
| CHRISTOPHER SMITH | CORPORATE OFFICER | — | 2024-01-01 | ended 2026-05-18 | pecos_ownership |
| CONNIE HARSHAW | CORPORATE DIRECTOR | — | 2022-01-01 | ended 2026-05-18 | pecos_ownership |
| DONALD BUCKLESS | CORPORATE DIRECTOR | — | 2022-01-01 | ended 2026-05-18 | pecos_ownership |
| EDWARD DRISCOLL | CORPORATE OFFICER | — | 2024-01-01 | ended 2026-05-18 | pecos_ownership |
| ELIZABETH DAVIS | CORPORATE DIRECTOR | — | 2014-09-01 | ended 2026-05-18 | pecos_ownership |
| GREG STORER | CORPORATE DIRECTOR | — | 2022-01-01 | ended 2026-05-18 | pecos_ownership |
| JEANNE ZEIDLER | CORPORATE DIRECTOR | — | 2022-01-01 | ended 2026-05-18 | pecos_ownership |
| JUANITA PARKS | W-2 MANAGING EMPLOYEE | — | 2014-09-01 | ended 2026-05-18 | pecos_ownership |
| JUANITA PARKS | CORPORATE DIRECTOR | — | 2022-01-01 | ended 2026-05-18 | pecos_ownership |
| JUDY KNUDSON | CORPORATE OFFICER | — | 2024-01-01 | ended 2026-05-18 | pecos_ownership |
| LISA BATES | W-2 MANAGING EMPLOYEE | — | 2014-09-01 | ended 2026-05-18 | pecos_ownership |
| LOUISE CANFIELD | CORPORATE DIRECTOR | — | 2022-01-01 | ended 2026-05-18 | pecos_ownership |
| MATTHEW LAMBERT | CORPORATE DIRECTOR | — | 2022-01-01 | ended 2026-05-18 | pecos_ownership |
| MICHAEL FOX | CORPORATE OFFICER | — | 2024-01-01 | ended 2026-05-18 | pecos_ownership |
| MIKE WILLIAMS | CORPORATE DIRECTOR | — | 2021-05-17 | ended 2026-05-18 | pecos_ownership |
| PAUL GERHARDT | CORPORATE DIRECTOR | — | 2009-09-01 | ended 2026-05-18 | pecos_ownership |
| RACHEL BECKE | W-2 MANAGING EMPLOYEE | — | 2024-04-01 | ended 2026-05-18 | pecos_ownership |
| ROBERT UNDERWOOD | CORPORATE OFFICER | — | 2024-01-01 | ended 2026-05-18 | pecos_ownership |
| SALLY WOLFE | W-2 MANAGING EMPLOYEE | — | 2009-09-01 | ended 2026-05-18 | pecos_ownership |
| SCOTT STABLER | CORPORATE OFFICER | — | 2024-01-01 | ended 2026-05-18 | pecos_ownership |
| SUZANNE WILLIAMS | W-2 MANAGING EMPLOYEE | — | 2024-01-22 | ended 2026-05-18 | pecos_ownership |
| TERRY HILL | CORPORATE OFFICER | — | 2024-01-01 | ended 2026-05-18 | pecos_ownership |
| TIMOTHY MILLS | CORPORATE OFFICER | — | 2024-01-01 | ended 2026-05-18 | pecos_ownership |
| VERNON GEDDY | CORPORATE DIRECTOR | — | 2022-01-01 | ended 2026-05-18 | pecos_ownership |
| VONNIE ADAMS | W-2 MANAGING EMPLOYEE | — | 2022-01-01 | 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 — VA snf
12| Close | Facility | Price | $/bed | Cap rate | Beds | Buyer |
|---|---|---|---|---|---|---|
| 2025-06-01 | Woodstock Valley Health and Rehabilitation | — | — | — | 88 | 803 SOUTH MAIN STREET OPCO LLC |
| 2025-06-01 | Jamestown Health and Rehabilitation | — | — | — | 90 | 1811 JAMESTOWN ROAD OPCO LLC |
| 2025-06-01 | Windsor Grove Health and Rehabilitation | — | — | — | 114 | 23352 COURTHOUSE HIGHWAY OPCO LLC |
| 2025-06-01 | Grayson Health and Rehabilitation | — | — | — | 120 | 400 SOUTH INDEPENDENCE AVENUE OPCO LLC |
| 2025-06-01 | SKYLINE NURSING & REHABILITATION | — | — | — | 90 | 237 FRANKLIN PIKE ROAD SE OPCO LLC |
| 2025-06-01 | KINGS DAUGHTERS COMMUNITY HEALTH & REHAB | — | — | — | 117 | 1410 NORTH AUGUSTA STREET OPCO LLC |
| 2025-06-01 | Ghent Health and Rehabilitation | — | — | — | 222 | 3900 LLEWELLYN AVENUE OPCO LLC |
| 2025-06-01 | ASHLAND NURSING AND REHABILITATION | — | — | — | 190 | 906 THOMPSON STREET OPCO LLC |
| 2025-05-19 | The Boulevard Post Acute | — | — | — | 81 | BOULEVARD OPERATOR LLC |
| 2025-05-01 | FRANCIS MARION MANOR HEALTH & REHABILITATION | — | — | — | 109 | FRANCIS MARION OPERATING GROUP LLC |
| 2024-09-01 | POPLAR HILL HEALTH AND REHAB | — | — | — | 113 | FAUQUIER OPCO LLC |
| 2024-05-01 | NORTHERN CARDINAL REHABILITATION AND NURSING | — | — | — | 120 | NORTHERN CARDINAL REHABILITATION AND NURSING LLC |
Most recent same-state, same-setting trades. Most CHOW-derived trades carry no disclosed consideration, so price, $/bed, and cap rate show only where a sale price was resolved from a deed or filing — blanks are honest, not missing data.
Market rent context
35| Geo | Kind | BR | Amount | As of | Source |
|---|---|---|---|---|---|
| county 51095 | acs median gross | 0 | $970 | 2024-12-31 | CENSUS_ACS5 |
| county 51095 | fmr | 0 | $1,492 | 2025-10-01 | HUD_USER_FMR |
| county 51095 | acs median gross | 1 | $1,396 | 2024-12-31 | CENSUS_ACS5 |
| county 51095 | fmr | 1 | $1,512 | 2025-10-01 | HUD_USER_FMR |
| county 51095 | acs median gross | 2 | $1,442 | 2024-12-31 | CENSUS_ACS5 |
| county 51095 | fmr | 2 | $1,713 | 2025-10-01 | HUD_USER_FMR |
| county 51095 | acs median gross | 3 | $1,770 | 2024-12-31 | CENSUS_ACS5 |
| county 51095 | fmr | 3 | $2,376 | 2025-10-01 | HUD_USER_FMR |
| county 51095 | acs median gross | 4 | $2,403 | 2024-12-31 | CENSUS_ACS5 |
| county 51095 | fmr | 4 | $2,797 | 2025-10-01 | HUD_USER_FMR |
| county 51095 | acs median gross | $1,552 | 2024-12-31 | CENSUS_ACS5 | |
| county 51095 | acs recent mover gross | $2,073 | 2024-12-31 | CENSUS_ACS5 | |
| zcta 23185 | acs median gross | 0 | $921 | 2024-12-31 | CENSUS_ACS5 |
| zcta 23185 | acs median gross | 1 | $1,303 | 2024-12-31 | CENSUS_ACS5 |
| zcta 23185 | acs median gross | 2 | $1,425 | 2024-12-31 | CENSUS_ACS5 |
| zcta 23185 | acs median gross | 3 | $1,858 | 2024-12-31 | CENSUS_ACS5 |
| zcta 23185 | acs median gross | 4 | $2,255 | 2024-12-31 | CENSUS_ACS5 |
| zcta 23185 | acs median gross | 5 | $1,869 | 2024-12-31 | CENSUS_ACS5 |
| zcta 23185 | acs median gross | $1,489 | 2024-12-31 | CENSUS_ACS5 | |
| zcta 23185 | acs recent mover gross | $1,777 | 2024-12-31 | CENSUS_ACS5 | |
| zip 23185 | payment standard 110 | 0 | $1,727 | 2025-10-01 | HUD_USER_SAFMR |
| zip 23185 | payment standard 90 | 0 | $1,413 | 2025-10-01 | HUD_USER_SAFMR |
| zip 23185 | safmr | 0 | $1,570 | 2025-10-01 | HUD_USER_SAFMR |
| zip 23185 | payment standard 110 | 1 | $1,749 | 2025-10-01 | HUD_USER_SAFMR |
| zip 23185 | payment standard 90 | 1 | $1,431 | 2025-10-01 | HUD_USER_SAFMR |
| zip 23185 | safmr | 1 | $1,590 | 2025-10-01 | HUD_USER_SAFMR |
| zip 23185 | payment standard 110 | 2 | $1,980 | 2025-10-01 | HUD_USER_SAFMR |
| zip 23185 | payment standard 90 | 2 | $1,620 | 2025-10-01 | HUD_USER_SAFMR |
| zip 23185 | safmr | 2 | $1,800 | 2025-10-01 | HUD_USER_SAFMR |
| zip 23185 | payment standard 110 | 3 | $2,750 | 2025-10-01 | HUD_USER_SAFMR |
| zip 23185 | payment standard 90 | 3 | $2,250 | 2025-10-01 | HUD_USER_SAFMR |
| zip 23185 | safmr | 3 | $2,500 | 2025-10-01 | HUD_USER_SAFMR |
| zip 23185 | payment standard 110 | 4 | $3,234 | 2025-10-01 | HUD_USER_SAFMR |
| zip 23185 | payment standard 90 | 4 | $2,646 | 2025-10-01 | HUD_USER_SAFMR |
| zip 23185 | safmr | 4 | $2,940 | 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.