Composite
22.0 / 100 percentile
Screener / 225680
A
ALLIANCE HEALTH AT MARINA BAY
snfMA
2 SEAPORT DRIVE, QUINCY, MA 02171 · CCN 225680 · chain ALLIANCE HEALTH INC
Peer group
snf n = 14,684
Evidence depth
deep
Certified beds
167
Model
v1.2
Reads as: riskier than 22.0% of the 14,684 facilities in the snf peer group. percentile within peer group, 100 = highest risk. Grade bands are fixed percentile cuts (F is the top 5% of peer risk), so a grade is a position, not an absolute level.
Score model5ML signals1Components16CHOW radar1Distress radar1Staffing16Penalties0Deficiencies26Licensure0Ownership42Related party5Transactions0Comps12Market rent29
Composite explanation
5| Component | Percentile | Raw | Weight | Weight share | Contribution | Counts |
|---|---|---|---|---|---|---|
| billing conduct | 52.6 | 40.5 | 0.30 | 0.2308 | 12.14 | in index |
| financial risk | 32.5 | 35.3 | 0.30 | 0.2308 | 7.50 | in index |
| regulatory risk | 31.4 | 21.7 | 0.30 | 0.2308 | 7.25 | in index |
| staffing risk | 27.4 | 27.5 | 0.25 | 0.1923 | 5.27 | in index |
| chow risk | 42.3 | 40.5 | 0.15 | 0.1154 | 4.88 | 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
1| Kind | Finding | Signal | Subject | First seen |
|---|---|---|---|---|
| connection | Owner spans multiple chains | 24 chains | LUMENT REAL ESTATE CAPITAL LLC | 45 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 | 40.5 | B | v0.1-pacpuf-snf | default · in composite | R22. PAC PUF SNF 2023. PDPM coding intensity vs acuity, stay length, charge markup. |
| chow risk | 25.0 | B | v0.1-pos | default · in composite | Change-of-ownership footprint in the CMS Provider of Services file: control-family, legal-name and address deltas across quarterly snapshots, plus certification reset recency and Medicare tenure. |
| chow risk | 56.1 | C | v0.6 | default · in composite | |
| financial risk | 35.3 | B | v0.5 | default · in composite | R18. |
| p adverse action 12m | 0.2 | — | v0.1 | default · in composite | R23/W4-3. Deterministic logistic p(Medicare termination within 12m), SNF only. Label = first POS termination date (any code: voluntary closure, involuntary termination, merger exit); facilities already terminated by the panel date are excluded, not counted as safe. Trained on panels 2024-07/2024-10/2025-01 (n=46,466, 283 positives), evaluated on the held-out later panel 2025-04 BEFORE shipping: AUC 0.971, top-decile lift 9.5x, top-decile capture 95.4% of the 65 terminations that followed. Separability is high because closures announce themselves in the data: collapsing occupancy is the strongest signal, and the learned NEGATIVE weight on 12m deficiency counts is the surveys-stop signature of a facility winding down, not a claim that clean inspections are dangerous. Same 15 as-of-date features and anti-leakage chassis as p_chow_12m; SFF entry rejected as a label (only one month of SFF history exists, so as-of transitions cannot be reconstructed). Score = probability x 100; grade NULL. Not in any composite. |
| p chow 12m | 0.4 | — | v0.1 | default · in composite | R22/W4-2. Deterministic logistic p(CHOW within 12m), SNF only. Trained on panels 2024-07/2024-10/2025-01 (n=50,700, 1,207 positives), evaluated on the held-out later panel 2025-04 BEFORE shipping: AUC 0.874, top-decile lift 5.0x (top 10% of predictions captured 49.6% of the CHOWs that actually closed in the next 12 months). Shipped coefficients are the evaluated ones; no post-holdout refit. Caveat: holdout positives (133) run below the training base rate because recent CHOWs surface in public records with a lag, so measured lift is conservative. Features are as-of-date public records: PBJ staffing level/trend/contract share (quarterly history to 2022Q1), deficiency and CMP counts (12m), ownership tenure and churn from CHOW-evidenced transactions, beds, occupancy, ownership type, chain size. Chain membership and ownership type are current-state (history not published). SFF and star ratings deliberately excluded (no as-of history). Notable learned direction: long ownership tenure RAISES sale odds and a recent prior CHOW lowers them. Score = probability x 100; grade is NULL because a probability is not a quality letter. Not in any composite. |
| regulatory risk | 21.7 | A | v0.3 | default · in composite | Deficiency-based, SNF population. Runs alongside v0.5-pos. |
| staffing risk | 27.5 | B | v0.3 | default · in composite | Cost-report staffing, SNF population. Runs alongside v0.4-pos, which covers ICF/IID from POS. |
| financial risk | 78.7 | 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 | 58.7 | 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 | 49.6 | 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 | 39.6 | 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 | 21.5 | A | 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 | 21.5 | A | 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 | 27.5 | 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 | 27.5 | B | v0.2 | superseded | Pre-registry model iteration, superseded by a later staffing_risk rebuild. Rows retained for audit per project convention (see regulatory_risk v0.4-pos); never consumed because v_cii_api_facility_score and the composite eligibility join both require status = default. Backfilled 2026-07-26 by alert triage on model_registry_integrity. |
Rows with counts_toward_composite false come from models that are addressable or retracted rather than default. They exist and may be informative, but they did not enter the published composite and must not be summed as though they had.
CHOW radar — 12-month sale probability
full board →p(CHOW, 12m)
0.4%
model v0.1 · computed 2026-07-29
Percentile among SNFs
48.9
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 | |
| Occupancy | 0.90 | -0.59 | |
| Current owner tenure (years) | 25.00 | +0.57 | |
| No PBJ staffing report | 0.00 | +0.42 | |
| Ownership changes, last 5 years | 0.00 | +0.20 | |
| Total nurse staffing (HPRD) | 3.72 | -0.13 | |
| Facility size (log beds) | 5.12 | -0.12 |
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)
0.2%
model v0.1 · computed 2026-07-29
Percentile among SNFs
61.0
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 | |
| Occupancy | 0.90 | -0.63 | |
| No PBJ staffing report | 0.00 | +0.39 | |
| Total nurse staffing (HPRD) | 3.72 | -0.21 | |
| Fine amount, 12m (log) | 0.00 | +0.18 | |
| Facility size (log beds) | 5.12 | -0.16 | |
| Chain size (log) | 2.30 | -0.14 | |
| Deficiencies, last 12 months | 7.00 | +0.13 |
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 | MA median | National median | National p25–p75 |
|---|---|---|---|---|
| Total nurse | 3.72 | 3.39 | 3.28 | 2.90–3.77 |
| RN | 0.66 | 0.39 | 0.39 | 0.25–0.58 |
| Weekend total | 3.62 | 3.26 | 3.11 | — |
| Weekday total | 3.75 | 3.44 | 3.35 | — |
| Quarter | Days | Avg census | Total HPRD | RN | LPN | CNA | Weekend | Contract % |
|---|---|---|---|---|---|---|---|---|
| 2025Q4 | 92 | 150.2 | 3.72 | 0.66 | 0.61 | 2.45 | 3.62 | 1.1% |
| 2025Q3 | 92 | 146.0 | 3.81 | 0.64 | 0.67 | 2.50 | 3.70 | 1.0% |
| 2025Q2 | 91 | 143.2 | 3.91 | 0.71 | 0.69 | 2.52 | 3.81 | 7.4% |
| 2025Q1 | 90 | 146.8 | 3.79 | 0.68 | 0.71 | 2.40 | 3.71 | 13.9% |
| 2024Q4 | 92 | 147.2 | 3.70 | 0.64 | 0.66 | 2.40 | 3.63 | 17.9% |
| 2024Q3 | 92 | 148.7 | 3.64 | 0.65 | 0.63 | 2.36 | 3.46 | 21.7% |
| 2024Q2 | 91 | 150.9 | 3.54 | 0.65 | 0.57 | 2.32 | 3.45 | 23.7% |
| 2024Q1 | 91 | 150.3 | 3.48 | 0.56 | 0.66 | 2.26 | 3.40 | 25.9% |
| 2023Q4 | 92 | 145.1 | 3.51 | 0.52 | 0.77 | 2.21 | 3.38 | 0.0% |
| 2023Q3 | 92 | 148.0 | 3.63 | 0.65 | 0.70 | 2.28 | 3.50 | 0.0% |
| 2023Q2 | 91 | 147.1 | 3.66 | 0.67 | 0.70 | 2.29 | 3.57 | 0.0% |
| 2023Q1 | 90 | 160.6 | 3.30 | 0.58 | 0.67 | 2.06 | 3.16 | 0.0% |
| 2022Q4 | 92 | 147.4 | 3.67 | 0.67 | 0.65 | 2.35 | 3.43 | 12.3% |
| 2022Q3 | 92 | 150.8 | 3.42 | 0.56 | 0.61 | 2.25 | 3.19 | 11.2% |
| 2022Q2 | 91 | 139.7 | 3.63 | 0.69 | 0.70 | 2.24 | 3.39 | 0.0% |
| 2022Q1 | 90 | 137.1 | 3.50 | 0.65 | 0.70 | 2.15 | 3.30 | 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
26D × 21E × 4G × 1
deficiencies by survey year
| Survey | Type | Tag | Deficiency | Scope | Corrected |
|---|---|---|---|---|---|
| 2025-11-21 | Health | F0607 | Develop and implement policies and procedures to prevent abuse, neglect, and theft. | D | 2025-12-08 |
| 2025-11-21 | Health | F0609 | Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities. | D | 2025-12-08 |
| 2025-11-21 | 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 | 2025-12-08 |
| 2025-11-21 | Health | F0692 | Provide enough food/fluids to maintain a resident's health. | E | 2025-12-08 |
| 2025-11-21 | Health | F0699 | Provide care or services that was trauma informed and/or culturally competent. | D | 2025-12-08 |
| 2025-11-21 | Health | F0759 | Ensure medication error rates are not 5 percent or greater. | E | 2025-12-08 |
| 2025-11-21 | Health | F0812 | Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards. | D | 2025-12-08 |
| 2024-09-23 | Health | F0655 | Create and put into place a plan for meeting the resident's most immediate needs within 48 hours of being admitted | D | 2024-10-25 |
| 2024-09-23 | Health | F0658 | Ensure services provided by the nursing facility meet professional standards of quality. | D | 2024-10-25 |
| 2024-09-23 | Health | F0759 | Ensure medication error rates are not 5 percent or greater. | E | 2024-10-25 |
| 2024-09-23 | Health | F0761 | Ensure drugs and biologicals used in the facility are labeled in accordance with currently accepted professional principles; and all drugs and biologicals must be stored in locked compartments, separately locked, compartments for controlled drugs. | D | 2024-10-25 |
| 2024-09-23 | Health | F0804 | Ensure food and drink is palatable, attractive, and at a safe and appetizing temperature. | D | 2024-10-25 |
| 2024-09-23 | Health | F0812 | Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards. | E | 2024-10-25 |
| 2024-09-23 | Health | F0880 | Provide and implement an infection prevention and control program. | D | 2024-10-25 |
| 2023-09-13 | Health · complaint | F0580 | Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident. | D | 2023-10-20 |
| 2023-06-14 | Health | F0550 | Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights. | D | 2023-07-21 |
| 2023-06-14 | Health | F0604 | Ensure that each resident is free from the use of physical restraints, unless needed for medical treatment. | D | 2023-07-26 |
| 2023-06-14 | Health | F0609 | Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities. | D | 2023-07-21 |
| 2023-06-14 | Health | F0641 | Ensure each resident receives an accurate assessment. | D | 2023-07-21 |
| 2023-06-14 | 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 | 2023-07-21 |
| 2023-06-14 | Health | F0677 | Provide care and assistance to perform activities of daily living for any resident who is unable. | D | 2023-07-21 |
| 2023-06-14 | Health | F0684 | Provide appropriate treatment and care according to orders, resident’s preferences and goals. | D | 2023-07-21 |
| 2023-06-14 | Health | F0686 | Provide appropriate pressure ulcer care and prevent new ulcers from developing. | D | 2023-07-21 |
| 2023-06-14 | 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. | G | 2023-07-21 |
| 2023-06-14 | Health | F0689 | Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents. | D | 2023-07-21 |
| 2023-06-14 | Health | F0759 | Ensure medication error rates are not 5 percent or greater. | D | 2023-07-21 |
scope_severity uses the CMS letter grid: A is least serious, L most. J, K and L are immediate jeopardy. Rows are the surveyor's findings of record, not the model's opinion.
Licensure actions
0No licensure actions on record for this facility. Absence of a record here means the sources CII ingests contain none, not that none exists anywhere.
Ownership
42| Owner | Role | Pct | From | Status | Source |
|---|---|---|---|---|---|
| ALLIANCE HEALTH INC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | 100% | 1999-08-01 | current | pecos_ownership |
| ALLIANCE HEALTH MANAGEMENT SERVICES LLC | OPERATIONAL/MANAGERIAL CONTROL | — | 2013-08-01 | current | pecos_ownership |
| ALLIANCE HEALTH MANAGEMENT SERVICES LLC | ADP OF THE SNF | — | 2025-04-03 | current | pecos_ownership |
| BRUNETTI, TAMMY | CORPORATE DIRECTOR | — | 2019-03-06 | current | pecos_ownership |
| CALKINS, ANDREW | CORPORATE DIRECTOR | — | 2017-03-06 | current | pecos_ownership |
| CORRIDAN, LINDA | CORPORATE DIRECTOR | — | 2008-09-17 | current | pecos_ownership |
| GALLEGO, CAILIN | OPERATIONAL/MANAGERIAL CONTROL | — | 2017-05-01 | current | pecos_ownership |
| GALLEGO, CAILIN | ADP OF THE SNF | — | 2025-04-03 | current | pecos_ownership |
| GRADY, FRANCIS | CORPORATE OFFICER | — | 2016-06-22 | current | pecos_ownership |
| GRADY, FRANCIS | CORPORATE DIRECTOR | — | 2013-07-15 | current | pecos_ownership |
| GRAY, ALFRED | CORPORATE DIRECTOR | — | 2019-03-06 | current | pecos_ownership |
| JANISKO, JEROME | CORPORATE DIRECTOR | — | 1999-01-25 | current | pecos_ownership |
| JENNINGS, MICHAEL | CORPORATE DIRECTOR | — | 2024-09-25 | current | pecos_ownership |
| JONES, ERIK | CORPORATE DIRECTOR | — | 2018-11-26 | current | pecos_ownership |
| KEMP, PAUL | CORPORATE OFFICER | — | 2016-06-22 | current | pecos_ownership |
| LAVALLEE, THOMAS | CORPORATE OFFICER | — | 2016-06-22 | current | pecos_ownership |
| LUMENT REAL ESTATE CAPITAL LLC | 5% OR GREATER MORTGAGE INTEREST | — | 2024-12-31 | current | pecos_ownership |
| MOURTZINOS, ARTHUR | CORPORATE DIRECTOR | — | 2014-06-19 | current | pecos_ownership |
| OSTREM, MARK | OPERATIONAL/MANAGERIAL CONTROL | — | 2016-01-01 | current | pecos_ownership |
| OSTREM, MARK | ADP OF THE SNF | — | 2025-05-19 | current | pecos_ownership |
| RILEY, JAMES | CORPORATE DIRECTOR | — | 2006-09-20 | current | pecos_ownership |
| ROBBINS, CHRISTOPHER | CORPORATE DIRECTOR | — | 1999-11-17 | current | pecos_ownership |
| ZAMPINE, PETER | CORPORATE DIRECTOR | — | 2016-11-30 | current | pecos_ownership |
| ALFRED GRAY | CORPORATE DIRECTOR | 0% | 2019-03-06 | ended 2026-05-18 | pecos_ownership |
| ANDREW CALKINS | CORPORATE DIRECTOR | 0% | 2017-03-06 | ended 2026-05-18 | pecos_ownership |
| ARTHUR MOURTZINOS | CORPORATE DIRECTOR | 0% | 2014-06-19 | ended 2026-05-18 | pecos_ownership |
| CHRISTOPHER ROBBINS | CORPORATE DIRECTOR | 0% | 1999-11-17 | ended 2026-05-18 | pecos_ownership |
| ERIK JONES | CORPORATE DIRECTOR | 0% | 2018-11-26 | ended 2026-05-18 | pecos_ownership |
| FRANCIS GRADY | CORPORATE OFFICER | 0% | 2016-06-22 | ended 2026-05-18 | pecos_ownership |
| FRANCIS GRADY | CORPORATE DIRECTOR | 0% | 2013-07-15 | ended 2026-05-18 | pecos_ownership |
| JAMES RILEY | CORPORATE DIRECTOR | 0% | 2006-09-20 | ended 2026-05-18 | pecos_ownership |
| JEROME JANISKO | CORPORATE DIRECTOR | 0% | 1999-01-25 | ended 2026-05-18 | pecos_ownership |
| LINDA CORRIDAN | CORPORATE DIRECTOR | 0% | 2008-09-17 | ended 2026-05-18 | pecos_ownership |
| MICHAEL JENNINGS | CORPORATE DIRECTOR | 0% | 2024-09-25 | ended 2026-05-18 | pecos_ownership |
| PAUL KEMP | CORPORATE OFFICER | 0% | 2016-06-22 | ended 2026-05-18 | pecos_ownership |
| PETER ZAMPINE | CORPORATE DIRECTOR | 0% | 2016-11-30 | ended 2026-05-18 | pecos_ownership |
| TAMMY BRUNETTI | CORPORATE DIRECTOR | 0% | 2019-03-06 | ended 2026-05-18 | pecos_ownership |
| THOMAS LAVALLEE | CORPORATE OFFICER | 0% | 2016-06-22 | ended 2026-05-18 | pecos_ownership |
| CAILIN GALLEGO | ADP OF THE SNF | — | 2025-04-03 | ended 2026-05-18 | pecos_ownership |
| CAILIN GALLEGO | OPERATIONAL/MANAGERIAL CONTROL | — | 2017-05-01 | ended 2026-05-18 | pecos_ownership |
| MARK OSTREM | OPERATIONAL/MANAGERIAL CONTROL | — | 2016-01-01 | ended 2026-05-18 | pecos_ownership |
| MARK OSTREM | ADP OF THE SNF | — | 2025-05-19 | 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 — MA snf
12| Close | Facility | Price | $/bed | Cap rate | Beds | Buyer |
|---|---|---|---|---|---|---|
| 2025-09-29 | Hadley Pointe Nursing Rehab & Care | — | — | — | 154 | HADLEY CENTER LLC |
| 2025-08-01 | Alliance Health at Coleman | — | — | — | 45 | ALLIANCE HEALTH OF NORTHBOROUGH INC |
| 2025-05-28 | PALM SPRINGS POST ACUTE | — | — | — | 124 | PALM SPRINGS OPERATOR LLC |
| 2025-05-28 | HAMPDEN POST ACUTE | — | — | — | 135 | HAMPDEN OPERATOR LLC |
| 2025-04-01 | BROCKTON POST ACUTE CARE | — | — | — | 169 | BROCKTON OPERATOR LLC |
| 2025-04-01 | HIGHLAND PARK REHABILITATION AND HEALTHCARE CENTER | — | — | — | 195 | HIGHLAND PARK OPERATOR LLC |
| 2025-03-01 | THE CENTER AT ADVOCATE | — | — | — | 190 | THE CENTER AT ADVOCATE LLC |
| 2025-03-01 | Premier Healthcare at Harrington House | — | — | — | 90 | 160 MAIN STREET WALPOLE OPERATOR LLC |
| 2025-02-28 | PORT REHABILITATION AND HEALTHCARE CENTER | — | — | — | 123 | NEWBURYPORT SNF OPERATIONS LLC |
| 2025-02-28 | MASCONOMET REHABILITATION AND HEALTHCARE CENTER | — | — | — | 123 | TOPSFIELD SNF OPERATIONS LLC |
| 2025-02-28 | SIPPICAN REHABILITATION AND HEALTHCARE CENTER | — | — | — | 123 | MARION SNF OPERATIONS LLC |
| 2025-02-28 | NEMASKET REHABILITATION AND HEALTHCARE CENTER | — | — | — | 102 | MIDDLEBOROUGH SNF OPERATIONS 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
29| Geo | Kind | BR | Amount | As of | Source |
|---|---|---|---|---|---|
| county 25021 | acs median gross | 0 | $1,664 | 2024-12-31 | CENSUS_ACS5 |
| county 25021 | acs median gross | 1 | $1,877 | 2024-12-31 | CENSUS_ACS5 |
| county 25021 | acs median gross | 2 | $2,314 | 2024-12-31 | CENSUS_ACS5 |
| county 25021 | acs median gross | 3 | $2,488 | 2024-12-31 | CENSUS_ACS5 |
| county 25021 | acs median gross | 4 | $2,959 | 2024-12-31 | CENSUS_ACS5 |
| county 25021 | acs median gross | 5 | $2,191 | 2024-12-31 | CENSUS_ACS5 |
| county 25021 | acs median gross | $2,149 | 2024-12-31 | CENSUS_ACS5 | |
| county 25021 | acs recent mover gross | $2,459 | 2024-12-31 | CENSUS_ACS5 | |
| zcta 02171 | acs median gross | 0 | $1,724 | 2024-12-31 | CENSUS_ACS5 |
| zcta 02171 | acs median gross | 1 | $2,352 | 2024-12-31 | CENSUS_ACS5 |
| zcta 02171 | acs median gross | 2 | $2,449 | 2024-12-31 | CENSUS_ACS5 |
| zcta 02171 | acs median gross | 3 | $2,711 | 2024-12-31 | CENSUS_ACS5 |
| zcta 02171 | acs median gross | $2,388 | 2024-12-31 | CENSUS_ACS5 | |
| zcta 02171 | acs recent mover gross | $2,584 | 2024-12-31 | CENSUS_ACS5 | |
| zip 02171 | payment standard 110 | 0 | $2,673 | 2025-10-01 | HUD_USER_SAFMR |
| zip 02171 | payment standard 90 | 0 | $2,187 | 2025-10-01 | HUD_USER_SAFMR |
| zip 02171 | safmr | 0 | $2,430 | 2025-10-01 | HUD_USER_SAFMR |
| zip 02171 | payment standard 110 | 1 | $2,805 | 2025-10-01 | HUD_USER_SAFMR |
| zip 02171 | payment standard 90 | 1 | $2,295 | 2025-10-01 | HUD_USER_SAFMR |
| zip 02171 | safmr | 1 | $2,550 | 2025-10-01 | HUD_USER_SAFMR |
| zip 02171 | payment standard 110 | 2 | $3,333 | 2025-10-01 | HUD_USER_SAFMR |
| zip 02171 | payment standard 90 | 2 | $2,727 | 2025-10-01 | HUD_USER_SAFMR |
| zip 02171 | safmr | 2 | $3,030 | 2025-10-01 | HUD_USER_SAFMR |
| zip 02171 | payment standard 110 | 3 | $3,993 | 2025-10-01 | HUD_USER_SAFMR |
| zip 02171 | payment standard 90 | 3 | $3,267 | 2025-10-01 | HUD_USER_SAFMR |
| zip 02171 | safmr | 3 | $3,630 | 2025-10-01 | HUD_USER_SAFMR |
| zip 02171 | payment standard 110 | 4 | $4,411 | 2025-10-01 | HUD_USER_SAFMR |
| zip 02171 | payment standard 90 | 4 | $3,609 | 2025-10-01 | HUD_USER_SAFMR |
| zip 02171 | safmr | 4 | $4,010 | 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.