Composite
54.5 / 100 percentile
Screener / 495266
B
HANOVER HEALTH AND REHABILITATION CENTER
snfVA
8139 LEE DAVIS ROAD, MECHANICSVILLE, VA 23111 · CCN 495266 · chain CHARLES 1994 FAMILY GRANTOR TRUST
Peer group
snf n = 14,684
Evidence depth
deep
Certified beds
120
Model
v1.2
Reads as: riskier than 54.5% 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 signals14Components16CHOW radar1Distress radar1Staffing16Penalties1Deficiencies41Licensure0Ownership20Related party6Transactions1Comps12Market rent34
Composite explanation
5| Component | Percentile | Raw | Weight | Weight share | Contribution | Counts |
|---|---|---|---|---|---|---|
| billing conduct | 85.5 | 56.5 | 0.30 | 0.2308 | 19.73 | in index |
| regulatory risk | 58.5 | 49.2 | 0.30 | 0.2308 | 13.50 | in index |
| staffing risk | 51.6 | 51.6 | 0.25 | 0.1923 | 9.92 | in index |
| chow risk | 45.5 | 26.3 | 0.15 | 0.1154 | 5.25 | in index |
| financial risk | 7.0 | 16.1 | 0.30 | 0.2308 | 1.62 | 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
14| Kind | Finding | Signal | Subject | First seen |
|---|---|---|---|---|
| connection | Owner fleet enforcement cluster | 63% fined | NATHAN 5604 FAMILY GRANTOR TRUST | 8 facilities |
| connection | Owner fleet enforcement cluster | 63% fined | GOLDEN 2017 FAMILY GRANTOR TRUST | 8 facilities |
| connection | Owner fleet enforcement cluster | 63% fined | MATT 2002 FAMILY GRANTOR TRUST | 8 facilities |
| connection | Owner fleet enforcement cluster | 56% fined | PIVOTAL CENTRAL LLC | 9 facilities |
| connection | Owner fleet enforcement cluster | 56% fined | GOLDEN 2017 LLC | 9 facilities |
| connection | Owner fleet enforcement cluster | 50% fined | MATT 2002 LLC | 10 facilities |
| connection | Owner fleet enforcement cluster | 50% fined | CENTRAL BAY LLC | 10 facilities |
| connection | Owner fleet enforcement cluster | 50% fined | MRCZ CENTRAL LLC | 8 facilities |
| connection | Owner fleet enforcement cluster | 50% fined | NATHAN 5604 LLC | 10 facilities |
| connection | Owner fleet enforcement cluster | 50% fined | NATHAN 5604 FAMILY LLC | 10 facilities |
| connection | Owner fleet enforcement cluster | 50% fined | RYBST CENTRAL MANAGER LLC | 10 facilities |
| connection | Owner fleet enforcement cluster | 46% fined | SAS 1998 FAMILY TRUST | 11 facilities |
| connection | Owner fleet enforcement cluster | 46% fined | AL 2003 FAMILY TRUST | 11 facilities |
| connection | Owner fleet enforcement cluster | 46% fined | AK 2003 FAMILY TRUST | 11 facilities |
Findings from the always-on scanning layer: anomalies on this facility, connections through its current owners and past buyers. Runs beside the deterministic composite, never inside it. Full board on the ML Lab page.
Component scores and registry models
16| Score type | Score | Grade | Model | Status | Registry model notes |
|---|---|---|---|---|---|
| billing conduct | 56.5 | C | v0.1-pacpuf-snf | default · in composite | R22. PAC PUF SNF 2023. PDPM coding intensity vs acuity, stay length, charge markup. |
| chow risk | 49.4 | C | v0.1-pos | default · in composite | Change-of-ownership footprint in the CMS Provider of Services file: control-family, legal-name and address deltas across quarterly snapshots, plus certification reset recency and Medicare tenure. |
| chow risk | 3.3 | A | v0.6 | default · in composite | |
| financial risk | 16.1 | A | v0.5 | default · in composite | R18. |
| p adverse action 12m | 0.0 | — | v0.1 | default · in composite | R23/W4-3. Deterministic logistic p(Medicare termination within 12m), SNF only. Label = first POS termination date (any code: voluntary closure, involuntary termination, merger exit); facilities already terminated by the panel date are excluded, not counted as safe. Trained on panels 2024-07/2024-10/2025-01 (n=46,466, 283 positives), evaluated on the held-out later panel 2025-04 BEFORE shipping: AUC 0.971, top-decile lift 9.5x, top-decile capture 95.4% of the 65 terminations that followed. Separability is high because closures announce themselves in the data: collapsing occupancy is the strongest signal, and the learned NEGATIVE weight on 12m deficiency counts is the surveys-stop signature of a facility winding down, not a claim that clean inspections are dangerous. Same 15 as-of-date features and anti-leakage chassis as p_chow_12m; SFF entry rejected as a label (only one month of SFF history exists, so as-of transitions cannot be reconstructed). Score = probability x 100; grade NULL. Not in any composite. |
| p chow 12m | 0.1 | — | v0.1 | default · in composite | R22/W4-2. Deterministic logistic p(CHOW within 12m), SNF only. Trained on panels 2024-07/2024-10/2025-01 (n=50,700, 1,207 positives), evaluated on the held-out later panel 2025-04 BEFORE shipping: AUC 0.874, top-decile lift 5.0x (top 10% of predictions captured 49.6% of the CHOWs that actually closed in the next 12 months). Shipped coefficients are the evaluated ones; no post-holdout refit. Caveat: holdout positives (133) run below the training base rate because recent CHOWs surface in public records with a lag, so measured lift is conservative. Features are as-of-date public records: PBJ staffing level/trend/contract share (quarterly history to 2022Q1), deficiency and CMP counts (12m), ownership tenure and churn from CHOW-evidenced transactions, beds, occupancy, ownership type, chain size. Chain membership and ownership type are current-state (history not published). SFF and star ratings deliberately excluded (no as-of history). Notable learned direction: long ownership tenure RAISES sale odds and a recent prior CHOW lowers them. Score = probability x 100; grade is NULL because a probability is not a quality letter. Not in any composite. |
| regulatory risk | 49.2 | C | v0.3 | default · in composite | Deficiency-based, SNF population. Runs alongside v0.5-pos. |
| staffing risk | 51.6 | C | v0.3 | default · in composite | Cost-report staffing, SNF population. Runs alongside v0.4-pos, which covers ICF/IID from POS. |
| financial risk | 55.2 | C | 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 | 35.2 | B | 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 | 36.4 | 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 | 22.1 | A | 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 | 49.0 | 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 | 49.0 | 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 | 51.6 | C | 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 | 51.6 | C | v0.2 | superseded | Pre-registry model iteration, superseded by a later staffing_risk rebuild. Rows retained for audit per project convention (see regulatory_risk v0.4-pos); never consumed because v_cii_api_facility_score and the composite eligibility join both require status = default. Backfilled 2026-07-26 by alert triage on model_registry_integrity. |
Rows with counts_toward_composite false come from models that are addressable or retracted rather than default. They exist and may be informative, but they did not enter the published composite and must not be summed as though they had.
CHOW radar — 12-month sale probability
full board →p(CHOW, 12m)
0.1%
model v0.1 · computed 2026-07-29
Percentile among SNFs
19.6
100 = most likely to sell
Holdout AUC
0.874
evaluated before shipping, never refit
| Driver | Value | Pull on odds | |
|---|---|---|---|
| Never sold on record | 0.00 | -1.62 | |
| Current owner tenure (years) | 5.17 | -1.34 | |
| For-profit ownership | 1.00 | +0.69 | |
| Occupancy | 0.93 | -0.67 | |
| No PBJ staffing report | 0.00 | +0.42 | |
| Chain size (log) | 3.76 | +0.40 | |
| Ownership changes, last 5 years | 0.00 | +0.20 | |
| Contract staffing share | 0.00 | -0.10 |
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
0.0
100 = most likely to lose certification
Holdout AUC
0.971
top decile caught 95% of actual exits
| Driver | Value | Pull on odds | |
|---|---|---|---|
| Chain size (log) | 3.76 | -0.99 | |
| Occupancy | 0.93 | -0.76 | |
| For-profit ownership | 1.00 | -0.69 | |
| Fine amount, 12m (log) | 10.04 | -0.56 | |
| Deficiencies, last 12 months | 5.00 | +0.50 | |
| No PBJ staffing report | 0.00 | +0.39 | |
| Never sold on record | 0.00 | -0.28 | |
| Current owner tenure (years) | 5.17 | -0.22 |
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 | 3.26 | 3.13 | 3.28 | 2.90–3.77 |
| RN | 0.14 | 0.30 | 0.39 | 0.25–0.58 |
| Weekend total | 3.23 | 2.96 | 3.11 | — |
| Weekday total | 3.27 | 3.20 | 3.35 | — |
| Quarter | Days | Avg census | Total HPRD | RN | LPN | CNA | Weekend | Contract % |
|---|---|---|---|---|---|---|---|---|
| 2025Q4 | 92 | 111.4 | 3.26 | 0.14 | 1.18 | 1.94 | 3.23 | 0.0% |
| 2025Q3 | 92 | 108.7 | 3.31 | 0.20 | 1.17 | 1.93 | 3.18 | 0.0% |
| 2025Q2 | 91 | 111.7 | 3.09 | 0.22 | 1.10 | 1.77 | 2.98 | 2.9% |
| 2025Q1 | 90 | 116.0 | 2.80 | 0.15 | 1.01 | 1.65 | 2.70 | 6.1% |
| 2024Q4 | 92 | 111.6 | 2.81 | 0.10 | 1.04 | 1.68 | 2.74 | 0.0% |
| 2024Q3 | 92 | 111.9 | 2.76 | 0.17 | 1.04 | 1.56 | 2.54 | 0.0% |
| 2024Q2 | 91 | 109.3 | 2.92 | 0.12 | 1.08 | 1.71 | 2.75 | 0.0% |
| 2024Q1 | 91 | 114.7 | 2.83 | 0.06 | 1.07 | 1.69 | 2.67 | 2.0% |
| 2023Q4 | 92 | 114.0 | 3.01 | 0.11 | 1.03 | 1.88 | 2.92 | 1.2% |
| 2023Q3 | 92 | 112.9 | 3.10 | 0.22 | 0.97 | 1.90 | 2.98 | 4.8% |
| 2023Q2 | 91 | 115.3 | 2.91 | 0.24 | 0.88 | 1.78 | 2.83 | 9.3% |
| 2023Q1 | 90 | 114.3 | 3.02 | 0.23 | 0.94 | 1.85 | 3.00 | 12.4% |
| 2022Q4 | 92 | 114.0 | 2.98 | 0.15 | 0.93 | 1.89 | 2.95 | 13.5% |
| 2022Q3 | 92 | 115.1 | 2.67 | 0.10 | 1.00 | 1.57 | 2.68 | 17.2% |
| 2022Q2 | 91 | 109.3 | 1.38 | 0.02 | 0.59 | 0.77 | 1.46 | 2.4% |
| 2022Q1 | 90 | 107.4 | 2.61 | 0.19 | 1.03 | 1.39 | 2.67 | 56.8% |
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 |
|---|---|---|---|
| 2025-10-09 | Fine | $22,925 | CMS provider data |
Total fines on record: $22,925
Deficiencies
41D × 23E × 9F × 3J × 6
deficiencies by survey year
| Survey | Type | Tag | Deficiency | Scope | Corrected |
|---|---|---|---|---|---|
| 2026-03-06 | Health · complaint | F0726 | Ensure that nurses and nurse aides have the appropriate competencies to care for every resident in a way that maximizes each resident's well being. | F | 2025-12-23 |
| 2026-03-06 | Health | F0756 | Ensure a licensed pharmacist perform a monthly drug regimen review, including the medical chart, following irregularity reporting guidelines in developed policies and procedures. | D | 2026-03-30 |
| 2026-03-06 | Health | F0812 | Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards. | F | 2026-03-30 |
| 2026-03-06 | Health | F0880 | Provide and implement an infection prevention and control program. | D | 2026-03-30 |
| 2025-10-09 | Health · complaint | F0726 | Ensure that nurses and nurse aides have the appropriate competencies to care for every resident in a way that maximizes each resident's well being. | J | — |
| 2023-06-30 | Health | F0883 | Develop and implement policies and procedures for flu and pneumonia vaccinations. | D | 2023-07-20 |
| 2023-06-30 | 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 | 2023-07-20 |
| 2022-04-28 | Health | F0580 | Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident. | E | 2022-06-07 |
| 2022-04-28 | Health | F0655 | Create and put into place a plan for meeting the resident's most immediate needs within 48 hours of being admitted | E | 2022-06-07 |
| 2022-04-28 | 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 | 2022-06-07 |
| 2022-04-28 | 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 | 2022-06-07 |
| 2022-04-28 | Health | F0658 | Ensure services provided by the nursing facility meet professional standards of quality. | E | 2022-06-07 |
| 2022-04-28 | Health | F0684 | Provide appropriate treatment and care according to orders, resident’s preferences and goals. | E | 2022-06-07 |
| 2022-04-28 | Health | F0686 | Provide appropriate pressure ulcer care and prevent new ulcers from developing. | D | 2022-06-07 |
| 2022-04-28 | Health | F0759 | Ensure medication error rates are not 5 percent or greater. | D | 2022-06-07 |
| 2022-04-28 | 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 | 2022-06-07 |
| 2022-04-28 | Health | F0790 | Provide routine and 24-hour emergency dental care for each resident. | D | 2022-06-07 |
| 2022-04-28 | Health | F0842 | Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards. | D | 2022-06-07 |
| 2019-08-07 | Health | F0550 | Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights. | E | 2019-09-21 |
| 2019-08-07 | Health | F0558 | Reasonably accommodate the needs and preferences of each resident. | D | 2019-09-21 |
| 2019-08-07 | Health | F0600 | Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody. | J | 2019-09-21 |
| 2019-08-07 | Health | F0607 | Develop and implement policies and procedures to prevent abuse, neglect, and theft. | D | 2019-09-21 |
| 2019-08-07 | Health | F0609 | Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities. | D | 2019-09-21 |
| 2019-08-07 | Health | F0610 | Respond appropriately to all alleged violations. | D | 2019-09-21 |
| 2019-08-07 | 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 | 2019-09-21 |
| 2019-08-07 | Health | F0645 | PASARR screening for Mental disorders or Intellectual Disabilities | E | 2019-09-21 |
| 2019-08-07 | 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 | 2019-09-21 |
| 2019-08-07 | 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 | 2019-09-21 |
| 2019-08-07 | Health | F0658 | Ensure services provided by the nursing facility meet professional standards of quality. | J | 2019-09-21 |
| 2019-08-07 | Health | F0679 | Provide activities to meet all resident's needs. | D | 2019-09-21 |
| 2019-08-07 | Health | F0686 | Provide appropriate pressure ulcer care and prevent new ulcers from developing. | J | 2019-09-21 |
| 2019-08-07 | Health | F0689 | Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents. | D | 2019-09-21 |
| 2019-08-07 | 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 | 2019-09-21 |
| 2019-08-07 | Health | F0695 | Provide safe and appropriate respiratory care for a resident when needed. | E | 2019-09-21 |
| 2019-08-07 | Health | F0726 | Ensure that nurses and nurse aides have the appropriate competencies to care for every resident in a way that maximizes each resident's well being. | J | 2019-09-21 |
| 2019-08-07 | Health | F0730 | Observe each nurse aide's job performance and give regular training. | E | 2019-09-21 |
| 2019-08-07 | Health | F0755 | Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist. | D | 2019-09-21 |
| 2019-08-07 | 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 | 2019-10-24 |
| 2019-08-07 | Health | F0812 | Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards. | F | 2019-09-21 |
| 2019-08-07 | Health | F0841 | Designate a physician to serve as medical director responsible for implementation of resident care policies and coordination of medical care in the facility. | J | 2019-09-21 |
| 2019-08-07 | Health | F0880 | Provide and implement an infection prevention and control program. | E | 2019-09-21 |
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
20| Owner | Role | Pct | From | Status | Source |
|---|---|---|---|---|---|
| HANOVER HOLDINGS I LLC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | 100% | 2021-05-28 | current | pecos_ownership |
| AK 2003 FAMILY TRUST | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | — | 2021-05-28 | current | pecos_ownership |
| AL 2003 FAMILY TRUST | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | — | 2021-05-28 | current | pecos_ownership |
| CENTRAL BAY LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | — | 2021-05-28 | current | pecos_ownership |
| CHARLES 1994 FAMILY GRANTOR TRUST | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | — | 2021-05-28 | current | pecos_ownership |
| EDWARD 1998 FAMILY GRANTOR TRUST | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | — | 2021-05-28 | current | pecos_ownership |
| GOLDEN 2017 FAMILY GRANTOR TRUST | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | — | 2021-05-28 | current | pecos_ownership |
| GOLDEN 2017 LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | — | 2021-05-28 | current | pecos_ownership |
| HOLMES, ANDREA | W-2 MANAGING EMPLOYEE | — | 2024-01-29 | current | pecos_ownership |
| MATT 2002 FAMILY GRANTOR TRUST | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | — | 2021-05-28 | current | pecos_ownership |
| MATT 2002 LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | — | 2021-05-28 | current | pecos_ownership |
| MRCZ CENTRAL LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | — | 2021-05-28 | current | pecos_ownership |
| NATHAN 5604 & FAMILY LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | — | 2021-05-28 | current | pecos_ownership |
| NATHAN 5604 FAMILY GRANTOR TRUST | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | — | 2021-05-28 | current | pecos_ownership |
| NATHAN 5604 LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | — | 2021-05-28 | current | pecos_ownership |
| PIVOTAL CENTRAL LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | — | 2021-05-28 | current | pecos_ownership |
| RYBST CENTRAL MANAGER LLC | OPERATIONAL/MANAGERIAL CONTROL | — | 2021-05-28 | current | pecos_ownership |
| SAS 1998 FAMILY TRUST | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | — | 2021-05-28 | current | pecos_ownership |
| SAUL 2012 FAMILY GRANTOR TRUST | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | — | 2021-05-28 | current | pecos_ownership |
| ANDREA HOLMES | CORPORATE DIRECTOR | — | 2024-01-29 | ended 2026-05-18 | pecos_ownership |
PECOS ownership and managing-control associations. Current edges have no end date in the source; historical edges are retained.
Transactions
1| Close date | Price | Buyer | Seller | Evidence |
|---|---|---|---|---|
| 2021-05-28 | — | HANOVER CARE CENTER LLC | MAPLE LEAF OF HANOVER COUNTY HEALTH CARE, INC. | chow |
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
34| Geo | Kind | BR | Amount | As of | Source |
|---|---|---|---|---|---|
| county 51085 | acs median gross | 0 | $1,820 | 2024-12-31 | CENSUS_ACS5 |
| county 51085 | fmr | 0 | $1,442 | 2025-10-01 | HUD_USER_FMR |
| county 51085 | acs median gross | 1 | $977 | 2024-12-31 | CENSUS_ACS5 |
| county 51085 | fmr | 1 | $1,507 | 2025-10-01 | HUD_USER_FMR |
| county 51085 | acs median gross | 2 | $1,466 | 2024-12-31 | CENSUS_ACS5 |
| county 51085 | fmr | 2 | $1,655 | 2025-10-01 | HUD_USER_FMR |
| county 51085 | acs median gross | 3 | $1,660 | 2024-12-31 | CENSUS_ACS5 |
| county 51085 | fmr | 3 | $2,072 | 2025-10-01 | HUD_USER_FMR |
| county 51085 | acs median gross | 4 | $2,217 | 2024-12-31 | CENSUS_ACS5 |
| county 51085 | fmr | 4 | $2,553 | 2025-10-01 | HUD_USER_FMR |
| county 51085 | acs median gross | 5 | $3,501 | 2024-12-31 | CENSUS_ACS5 |
| county 51085 | acs median gross | $1,591 | 2024-12-31 | CENSUS_ACS5 | |
| county 51085 | acs recent mover gross | $1,776 | 2024-12-31 | CENSUS_ACS5 | |
| zcta 23111 | acs median gross | 0 | $1,742 | 2024-12-31 | CENSUS_ACS5 |
| zcta 23111 | acs median gross | 2 | $1,469 | 2024-12-31 | CENSUS_ACS5 |
| zcta 23111 | acs median gross | 3 | $1,793 | 2024-12-31 | CENSUS_ACS5 |
| zcta 23111 | acs median gross | 4 | $2,030 | 2024-12-31 | CENSUS_ACS5 |
| zcta 23111 | acs median gross | $1,643 | 2024-12-31 | CENSUS_ACS5 | |
| zcta 23111 | acs recent mover gross | $1,853 | 2024-12-31 | CENSUS_ACS5 | |
| zip 23111 | payment standard 110 | 0 | $1,727 | 2025-10-01 | HUD_USER_SAFMR |
| zip 23111 | payment standard 90 | 0 | $1,413 | 2025-10-01 | HUD_USER_SAFMR |
| zip 23111 | safmr | 0 | $1,570 | 2025-10-01 | HUD_USER_SAFMR |
| zip 23111 | payment standard 110 | 1 | $1,804 | 2025-10-01 | HUD_USER_SAFMR |
| zip 23111 | payment standard 90 | 1 | $1,476 | 2025-10-01 | HUD_USER_SAFMR |
| zip 23111 | safmr | 1 | $1,640 | 2025-10-01 | HUD_USER_SAFMR |
| zip 23111 | payment standard 110 | 2 | $1,980 | 2025-10-01 | HUD_USER_SAFMR |
| zip 23111 | payment standard 90 | 2 | $1,620 | 2025-10-01 | HUD_USER_SAFMR |
| zip 23111 | safmr | 2 | $1,800 | 2025-10-01 | HUD_USER_SAFMR |
| zip 23111 | payment standard 110 | 3 | $2,475 | 2025-10-01 | HUD_USER_SAFMR |
| zip 23111 | payment standard 90 | 3 | $2,025 | 2025-10-01 | HUD_USER_SAFMR |
| zip 23111 | safmr | 3 | $2,250 | 2025-10-01 | HUD_USER_SAFMR |
| zip 23111 | payment standard 110 | 4 | $3,058 | 2025-10-01 | HUD_USER_SAFMR |
| zip 23111 | payment standard 90 | 4 | $2,502 | 2025-10-01 | HUD_USER_SAFMR |
| zip 23111 | safmr | 4 | $2,780 | 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.