Composite
9.1 / 100 percentile
Screener / 515110
A
THOMAS HOSPITALS SKILLED NURSING UNIT
snfWV
333 LAIDLEY STREET, CHARLESTON, WV 25322 · CCN 515110 · chain WEST VIRGINIA UNITED HEALTH SYSTEM INC
Peer group
snf n = 14,684
Evidence depth
deep
Certified beds
29
Model
v1.2
Reads as: riskier than 9.1% 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 model4ML signals1Components10CHOW radar1Distress radar1Staffing16Penalties0Deficiencies14Licensure0Ownership43Related party0Transactions1Comps12Market rent28
Composite explanation
4| Component | Percentile | Raw | Weight | Weight share | Contribution | Counts |
|---|---|---|---|---|---|---|
| billing conduct | 87.6 | 57.9 | 0.30 | 0.3000 | 26.28 | in index |
| regulatory risk | 5.5 | 3.4 | 0.30 | 0.3000 | 1.65 | in index |
| chow risk | 3.2 | 20.5 | 0.15 | 0.1500 | 0.48 | in index |
| staffing risk | 0.9 | 1.0 | 0.25 | 0.2500 | 0.23 | 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 | 16 chains | BAKER TILLY ADVISORY GROUP LP | 77 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
10| Score type | Score | Grade | Model | Status | Registry model notes |
|---|---|---|---|---|---|
| billing conduct | 57.9 | C | v0.1-pacpuf-snf | default · in composite | R22. PAC PUF SNF 2023. PDPM coding intensity vs acuity, stay length, charge markup. |
| chow risk | 20.5 | 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 | 0.5 | — | 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 | 0.0 | — | 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 | 3.4 | A | v0.3 | default · in composite | Deficiency-based, SNF population. Runs alongside v0.5-pos. |
| staffing risk | 1.0 | A | v0.3 | default · in composite | Cost-report staffing, SNF population. Runs alongside v0.4-pos, which covers ICF/IID from POS. |
| regulatory risk | 3.4 | 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 | 3.4 | 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 | 1.0 | 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 | 1.0 | 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)
0.0%
model v0.1 · computed 2026-07-29
Percentile among SNFs
0.0
100 = most likely to sell
Holdout AUC
0.874
evaluated before shipping, never refit
| Driver | Value | Pull on odds | |
|---|---|---|---|
| Current owner tenure (years) | 2.24 | -1.63 | |
| Never sold on record | 0.00 | -1.62 | |
| For-profit ownership | 0.00 | -1.24 | |
| Ownership changes, last 5 years | 1.00 | -0.87 | |
| Total nurse staffing (HPRD) | 6.65 | -0.72 | |
| Occupancy | 0.54 | +0.46 | |
| No PBJ staffing report | 0.00 | +0.42 | |
| Facility size (log beds) | 3.40 | +0.14 |
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)
0.5%
model v0.1 · computed 2026-07-29
Percentile among SNFs
75.3
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 | |
| Total nurse staffing (HPRD) | 6.65 | -1.45 | |
| Occupancy | 0.54 | +0.89 | |
| Deficiencies, last 12 months | 4.00 | +0.69 | |
| Staffing trend, last 4 quarters | 0.90 | +0.39 | |
| No PBJ staffing report | 0.00 | +0.39 | |
| Never sold on record | 0.00 | -0.28 | |
| Current owner tenure (years) | 2.24 | -0.26 |
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 | WV median | National median | National p25–p75 |
|---|---|---|---|---|
| Total nurse | 6.65 | 3.14 | 3.28 | 2.90–3.77 |
| RN | 2.19 | 0.37 | 0.39 | 0.25–0.58 |
| Weekend total | 6.58 | 2.97 | 3.11 | — |
| Weekday total | 6.68 | 3.20 | 3.35 | — |
| Quarter | Days | Avg census | Total HPRD | RN | LPN | CNA | Weekend | Contract % |
|---|---|---|---|---|---|---|---|---|
| 2025Q4 | 92 | 15.6 | 6.65 | 2.19 | 1.49 | 2.96 | 6.58 | 0.0% |
| 2025Q3 | 92 | 15.4 | 6.86 | 2.46 | 1.54 | 2.86 | 7.18 | 0.0% |
| 2025Q2 | 91 | 15.8 | 6.42 | 2.44 | 1.16 | 2.81 | 6.43 | 0.0% |
| 2025Q1 | 90 | 16.0 | 6.55 | 2.43 | 1.29 | 2.84 | 6.25 | 0.0% |
| 2024Q4 | 92 | 13.7 | 5.75 | 1.65 | 1.45 | 2.65 | 5.55 | 0.0% |
| 2024Q3 | 92 | 12.5 | 6.42 | 1.76 | 1.17 | 3.49 | 6.29 | 0.0% |
| 2024Q2 | 91 | 12.6 | 7.56 | 2.53 | 1.37 | 3.67 | 7.35 | 0.0% |
| 2024Q1 | 91 | 12.1 | 8.29 | 3.48 | 1.24 | 3.58 | 7.55 | 0.0% |
| 2023Q4 | 92 | 13.0 | 6.50 | 2.15 | 1.23 | 3.13 | 6.52 | 7.1% |
| 2023Q3 | 92 | 14.6 | 5.99 | 2.79 | 0.70 | 2.50 | 6.03 | 6.2% |
| 2023Q2 | 91 | 14.7 | 6.22 | 3.02 | 0.91 | 2.28 | 6.53 | 9.2% |
| 2023Q1 | 90 | 12.4 | 6.55 | 3.06 | 0.74 | 2.75 | 6.77 | 18.2% |
| 2022Q4 | 92 | 11.6 | 7.12 | 2.64 | 1.32 | 3.15 | 6.92 | 35.4% |
| 2022Q3 | 92 | 12.0 | 6.48 | 1.84 | 1.68 | 2.96 | 6.83 | 52.9% |
| 2022Q2 | 91 | 9.1 | 7.81 | 2.13 | 2.74 | 2.94 | 8.15 | 45.0% |
| 2022Q1 | 90 | 8.4 | 8.40 | 2.47 | 2.85 | 3.08 | 9.34 | 47.4% |
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
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
14D × 5E × 8F × 1
deficiencies by survey year
| Survey | Type | Tag | Deficiency | Scope | Corrected |
|---|---|---|---|---|---|
| 2025-07-31 | Health | F0656 | Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured. | E | 2025-10-01 |
| 2025-07-31 | Health | F0675 | Honor each resident's preferences, choices, values and beliefs. | E | 2025-10-01 |
| 2025-07-31 | Health | F0679 | Provide activities to meet all resident's needs. | E | 2025-10-01 |
| 2025-07-31 | Health | F0812 | Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards. | E | 2025-10-01 |
| 2022-10-12 | Health | F0558 | Reasonably accommodate the needs and preferences of each resident. | D | 2022-10-18 |
| 2022-10-12 | 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 | 2022-10-18 |
| 2022-10-12 | Health | F0679 | Provide activities to meet all resident's needs. | E | 2022-10-18 |
| 2022-10-12 | Health | F0684 | Provide appropriate treatment and care according to orders, resident’s preferences and goals. | D | 2022-10-18 |
| 2022-10-12 | 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 | 2022-10-18 |
| 2022-10-12 | Health | F0812 | Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards. | E | 2022-10-18 |
| 2022-10-12 | Health | F0882 | Designate a qualified infection preventionist to be responsible for the infection prevent and control program in the nursing home. | E | 2022-10-18 |
| 2021-07-14 | Health | F0578 | Honor the resident's right to request, refuse, and/or discontinue treatment, to participate in or refuse to participate in experimental research, and to formulate an advance directive. | D | 2021-07-15 |
| 2021-07-14 | Health | F0868 | Have the Quality Assessment and Assurance group have the required members and meet at least quarterly | E | 2021-07-15 |
| 2021-07-14 | Health | F0882 | Designate a qualified infection preventionist to be responsible for the infection prevent and control program in the nursing home. | F | 2021-07-15 |
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
43| Owner | Role | Pct | From | Status | Source |
|---|---|---|---|---|---|
| WEST VIRGINIA UNITED HEALTH SYSTEM, INC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | 100% | 2024-05-01 | current | pecos_ownership |
| BAKER TILLY ADVISORY GROUP, LP | ADP OF THE SNF | — | 2024-08-15 | current | pecos_ownership |
| BARKER, GEORGE | OPERATIONAL/MANAGERIAL CONTROL | — | 2024-05-01 | current | pecos_ownership |
| BREEDLOVE, PAUL | CORPORATE DIRECTOR | — | 2024-05-01 | current | pecos_ownership |
| CHALLA, KISHORE | CORPORATE DIRECTOR | — | 2024-05-01 | current | pecos_ownership |
| ELLIS, TERRELL | OPERATIONAL/MANAGERIAL CONTROL | — | 2024-05-01 | current | pecos_ownership |
| EPPERLY, JOHN | CORPORATE DIRECTOR | — | 2025-01-01 | current | pecos_ownership |
| FAIRLESS, LYLE | OPERATIONAL/MANAGERIAL CONTROL | — | 2024-05-01 | current | pecos_ownership |
| FRANCISCO, PAIGE | CORPORATE OFFICER | — | 2024-08-05 | current | pecos_ownership |
| GIZZI, JASON | CORPORATE OFFICER | — | 2024-05-01 | current | pecos_ownership |
| HIGGS, DONALD | CORPORATE DIRECTOR | — | 2024-05-01 | current | pecos_ownership |
| KAWASH, STEPHEN | CORPORATE DIRECTOR | — | 2024-05-01 | current | pecos_ownership |
| LAVENSKI, SUSAN | CORPORATE DIRECTOR | — | 2024-05-01 | current | pecos_ownership |
| MAYFIELD, ANGELA | CORPORATE OFFICER | — | 2024-05-01 | current | pecos_ownership |
| MEEKS, JAIME | ADP OF THE SNF | — | 2024-05-01 | current | pecos_ownership |
| PACK, ASHLEY | OPERATIONAL/MANAGERIAL CONTROL | — | 2024-05-01 | current | pecos_ownership |
| ROBINSON, MARK | OPERATIONAL/MANAGERIAL CONTROL | — | 2024-05-01 | current | pecos_ownership |
| ROSENCRANCE, JAMES | OPERATIONAL/MANAGERIAL CONTROL | — | 2024-05-01 | current | pecos_ownership |
| SAYRE, DAVID | CORPORATE OFFICER | — | 2024-05-01 | current | pecos_ownership |
| SLAUGHTER, CRAIG | OPERATIONAL/MANAGERIAL CONTROL | — | 2024-05-01 | current | pecos_ownership |
| STOVER, MATTHEW | OPERATIONAL/MANAGERIAL CONTROL | — | 2025-01-01 | current | pecos_ownership |
| WRIGHT, ALBERT | CORPORATE DIRECTOR | — | 2024-05-01 | current | pecos_ownership |
| WRIGHT, ALBERT | INDIVIDUAL IS AN OWNER, PARTNER OR TRUSTEE OF ANY ADP OF THE SNF | — | 2026-02-05 | current | pecos_ownership |
| ALBERT WRIGHT | CORPORATE DIRECTOR | — | 2024-05-01 | ended 2026-05-18 | pecos_ownership |
| ANGELA MAYFIELD | CORPORATE DIRECTOR | — | 2024-05-01 | ended 2026-05-18 | pecos_ownership |
| ASHLEY PACK | OPERATIONAL/MANAGERIAL CONTROL | — | 2024-05-01 | ended 2026-05-18 | pecos_ownership |
| CRAIG SLAUGHTER | CORPORATE OFFICER | — | 2024-05-01 | ended 2026-05-18 | pecos_ownership |
| DAVID SAYRE | CORPORATE OFFICER | — | 2024-05-01 | ended 2026-05-18 | pecos_ownership |
| DONALD HIGGS | CORPORATE DIRECTOR | — | 2024-05-01 | ended 2026-05-18 | pecos_ownership |
| GEORGE BARKER | CORPORATE DIRECTOR | — | 2024-05-01 | ended 2026-05-18 | pecos_ownership |
| JAIME MEEKS | ADP OF THE SNF | — | 2024-05-01 | ended 2026-05-18 | pecos_ownership |
| JAMES ROSENCRANCE | CORPORATE DIRECTOR | — | 2024-05-01 | ended 2026-05-18 | pecos_ownership |
| JASON GIZZI | CORPORATE OFFICER | — | 2024-05-01 | ended 2026-05-18 | pecos_ownership |
| JOHN EPPERLY | CORPORATE DIRECTOR | — | 2025-01-01 | ended 2026-05-18 | pecos_ownership |
| KISHORE CHALLA | CORPORATE DIRECTOR | — | 2024-05-01 | ended 2026-05-18 | pecos_ownership |
| LYLE FAIRLESS | OPERATIONAL/MANAGERIAL CONTROL | — | 2024-05-01 | ended 2026-05-18 | pecos_ownership |
| MARK ROBINSON | OPERATIONAL/MANAGERIAL CONTROL | — | 2024-05-01 | ended 2026-05-18 | pecos_ownership |
| MATTHEW STOVER | OPERATIONAL/MANAGERIAL CONTROL | — | 2025-01-01 | ended 2026-05-18 | pecos_ownership |
| PAIGE FRANCISCO | ADP OF THE SNF | — | 2024-08-05 | ended 2026-05-18 | pecos_ownership |
| PAUL BREEDLOVE | CORPORATE DIRECTOR | — | 2024-05-01 | ended 2026-05-18 | pecos_ownership |
| STEPHEN KAWASH | CORPORATE DIRECTOR | — | 2024-05-01 | ended 2026-05-18 | pecos_ownership |
| SUSAN LAVENSKI | CORPORATE DIRECTOR | — | 2024-05-01 | ended 2026-05-18 | pecos_ownership |
| TERRELL ELLIS | CORPORATE DIRECTOR | — | 2024-05-01 | 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
1| Close date | Price | Buyer | Seller | Evidence |
|---|---|---|---|---|
| 2024-05-01 | — | HERBERT J THOMAS MEMORIAL HOSPITAL ASSOCIATION | CHARLESTON HOSPITAL, INC. | chow |
Comparable trades — WV snf
12| Close | Facility | Price | $/bed | Cap rate | Beds | Buyer |
|---|---|---|---|---|---|---|
| 2024-11-12 | Cortland Acres Health and Rehabilitation | — | — | — | 94 | CORTLAND ACRES SNF OPERATIONS LLC |
| 2024-09-01 | MORGANTOWN HEIGHTS OF JOURNEY | — | — | — | 100 | MORGANTOWN HEIGHTS OF JOURNEY, LLC |
| 2024-09-01 | GLASGOW HILLS OF JOURNEY | — | — | — | 112 | GLASGOW HILLS OF JOURNEY LLC |
| 2024-09-01 | RIVERSIDE VALLEY OF JOURNEY | — | — | — | 90 | RIVERSIDE VALLEY OF JOURNEY, LLC |
| 2024-05-01 | THOMAS HOSPITALS SKILLED NURSING UNITthis facility | — | — | — | 29 | HERBERT J THOMAS MEMORIAL HOSPITAL ASSOCIATION |
| 2024-04-09 | PETERSON REHABILITATION AND HEALTHCARE | — | — | — | 150 | WHEELING REHABILITATION AND HEALTHCARE CENTER LLC |
| 2023-11-01 | PINE VIEW CENTER | — | — | — | 56 | 400 MCKINLEY AVENUE OPERATIONS LLC |
| 2023-09-28 | BLUESTONE HEALTH AND REHABILITATION | — | — | — | 60 | MAPLES SNF OPERATIONS LLC |
| 2023-08-25 | TYGART VALLEY HEALTH & REHABILITATION | — | — | — | 60 | BELINGTON SNF OPERATIONS LLC |
| 2023-07-31 | NEW MARTINSVILLE HEALTH & REHAB | — | — | — | 100 | MARTINSVILLE SNF OPERATIONS LLC |
| 2023-07-31 | GLENVILLE HEALTH & REHAB | — | — | — | 65 | GLENVILLE SNF OPERATIONS LLC |
| 2023-07-01 | OHIO VALLEY HEALTH CARE | — | — | — | 66 | OHIO VALLEY HEALTH CORPORATION |
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
28| Geo | Kind | BR | Amount | As of | Source |
|---|---|---|---|---|---|
| county 54039 | acs median gross | 0 | $681 | 2024-12-31 | CENSUS_ACS5 |
| county 54039 | fmr | 0 | $714 | 2025-10-01 | HUD_USER_FMR |
| county 54039 | acs median gross | 1 | $702 | 2024-12-31 | CENSUS_ACS5 |
| county 54039 | fmr | 1 | $829 | 2025-10-01 | HUD_USER_FMR |
| county 54039 | acs median gross | 2 | $933 | 2024-12-31 | CENSUS_ACS5 |
| county 54039 | fmr | 2 | $1,036 | 2025-10-01 | HUD_USER_FMR |
| county 54039 | acs median gross | 3 | $1,085 | 2024-12-31 | CENSUS_ACS5 |
| county 54039 | fmr | 3 | $1,325 | 2025-10-01 | HUD_USER_FMR |
| county 54039 | acs median gross | 4 | $1,153 | 2024-12-31 | CENSUS_ACS5 |
| county 54039 | fmr | 4 | $1,372 | 2025-10-01 | HUD_USER_FMR |
| county 54039 | acs median gross | 5 | $1,436 | 2024-12-31 | CENSUS_ACS5 |
| county 54039 | acs median gross | $906 | 2024-12-31 | CENSUS_ACS5 | |
| county 54039 | acs recent mover gross | $975 | 2024-12-31 | CENSUS_ACS5 | |
| zip 25322 | payment standard 110 | 0 | $792 | 2025-10-01 | HUD_USER_SAFMR |
| zip 25322 | payment standard 90 | 0 | $648 | 2025-10-01 | HUD_USER_SAFMR |
| zip 25322 | safmr | 0 | $720 | 2025-10-01 | HUD_USER_SAFMR |
| zip 25322 | payment standard 110 | 1 | $913 | 2025-10-01 | HUD_USER_SAFMR |
| zip 25322 | payment standard 90 | 1 | $747 | 2025-10-01 | HUD_USER_SAFMR |
| zip 25322 | safmr | 1 | $830 | 2025-10-01 | HUD_USER_SAFMR |
| zip 25322 | payment standard 110 | 2 | $1,144 | 2025-10-01 | HUD_USER_SAFMR |
| zip 25322 | payment standard 90 | 2 | $936 | 2025-10-01 | HUD_USER_SAFMR |
| zip 25322 | safmr | 2 | $1,040 | 2025-10-01 | HUD_USER_SAFMR |
| zip 25322 | payment standard 110 | 3 | $1,463 | 2025-10-01 | HUD_USER_SAFMR |
| zip 25322 | payment standard 90 | 3 | $1,197 | 2025-10-01 | HUD_USER_SAFMR |
| zip 25322 | safmr | 3 | $1,330 | 2025-10-01 | HUD_USER_SAFMR |
| zip 25322 | payment standard 110 | 4 | $1,518 | 2025-10-01 | HUD_USER_SAFMR |
| zip 25322 | payment standard 90 | 4 | $1,242 | 2025-10-01 | HUD_USER_SAFMR |
| zip 25322 | safmr | 4 | $1,380 | 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.