Composite
18.8 / 100 percentile
Screener / 375519
A
Calera Manor
snfOK
1061 North Access Road, Calera, OK 74730 · CCN 375519 · chain BGM ESTATE LLC
Peer group
snf n = 14,684
Evidence depth
deep
Certified beds
82
Model
v1.2
Reads as: riskier than 18.8% 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 signals5Components16CHOW radar1Distress radar1Staffing14Penalties0Deficiencies24Licensure0Ownership48Related party4Transactions1Comps12Market rent32
Composite explanation
5| Component | Percentile | Raw | Weight | Weight share | Contribution | Counts |
|---|---|---|---|---|---|---|
| staffing risk | 99.3 | 99.3 | 0.25 | 0.1923 | 19.10 | in index |
| regulatory risk | 34.8 | 24.4 | 0.30 | 0.2308 | 8.03 | in index |
| billing conduct | 20.1 | 25.0 | 0.30 | 0.2308 | 4.64 | in index |
| financial risk | 8.3 | 17.4 | 0.30 | 0.2308 | 1.92 | in index |
| chow risk | 15.6 | 22.1 | 0.15 | 0.1154 | 1.80 | 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
5| Kind | Finding | Signal | Subject | First seen |
|---|---|---|---|---|
| connection | Owner spans multiple chains | 47 chains | FORVIS MAZARS LLP | 251 facilities |
| connection | Owner fleet enforcement cluster | 46% fined | BELT MIRANDA | 11 facilities |
| connection | Owner fleet enforcement cluster | 46% fined | PITTS JACI | 11 facilities |
| connection | Owner fleet enforcement cluster | 43% fined | TAYLOR SANDRA | 14 facilities |
| connection | Owner fleet enforcement cluster | 42% fined | BGM ESTATE LLC | 12 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 | 25.0 | B | v0.1-pacpuf-snf | default · in composite | R22. PAC PUF SNF 2023. PDPM coding intensity vs acuity, stay length, charge markup. |
| chow risk | 23.7 | 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 | 20.5 | A | v0.6 | default · in composite | |
| financial risk | 17.4 | A | v0.5 | default · in composite | R18. |
| p adverse action 12m | 0.1 | — | 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 | 24.4 | A | v0.3 | default · in composite | Deficiency-based, SNF population. Runs alongside v0.5-pos. |
| staffing risk | 99.3 | F | v0.3 | default · in composite | Cost-report staffing, SNF population. Runs alongside v0.4-pos, which covers ICF/IID from POS. |
| financial risk | 44.6 | B | 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 | 24.6 | A | 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 | 22.2 | A | 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 | 19.5 | 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 | 24.3 | 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 | 24.3 | 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 | 99.3 | F | 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 | 99.3 | F | 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
17.6
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) | 5.58 | -1.30 | |
| For-profit ownership | 1.00 | +0.69 | |
| Occupancy | 0.93 | -0.68 | |
| No PBJ staffing report | 0.00 | +0.42 | |
| Total nurse staffing (HPRD) | 1.60 | +0.29 | |
| Ownership changes, last 5 years | 0.00 | +0.20 | |
| Deficiencies, last 12 months | 0.00 | -0.17 |
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)
0.1%
model v0.1 · computed 2026-07-29
Percentile among SNFs
44.6
100 = most likely to lose certification
Holdout AUC
0.971
top decile caught 95% of actual exits
| Driver | Value | Pull on odds | |
|---|---|---|---|
| Deficiencies, last 12 months | 0.00 | +1.43 | |
| Occupancy | 0.93 | -0.78 | |
| For-profit ownership | 1.00 | -0.69 | |
| Total nurse staffing (HPRD) | 1.60 | +0.68 | |
| No PBJ staffing report | 0.00 | +0.39 | |
| Chain size (log) | 2.56 | -0.29 | |
| Never sold on record | 0.00 | -0.28 | |
| Current owner tenure (years) | 5.58 | -0.21 |
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
14| 2025Q4 HPRD | This facility | OK median | National median | National p25–p75 |
|---|---|---|---|---|
| Total nurse | 1.60 | 2.78 | 3.28 | 2.90–3.77 |
| RN | 0.04 | 0.18 | 0.39 | 0.25–0.58 |
| Weekend total | 1.54 | 2.72 | 3.11 | — |
| Weekday total | 1.62 | 2.80 | 3.35 | — |
| Quarter | Days | Avg census | Total HPRD | RN | LPN | CNA | Weekend | Contract % |
|---|---|---|---|---|---|---|---|---|
| 2025Q4 | 92 | 76.5 | 1.60 | 0.04 | 0.57 | 1.00 | 1.54 | 0.0% |
| 2025Q3 | 92 | 77.6 | 1.68 | 0.03 | 0.55 | 1.11 | 1.57 | 0.0% |
| 2025Q2 | 91 | 75.2 | 1.63 | 0.00 | 0.48 | 1.15 | 1.35 | 0.0% |
| 2025Q1 | 90 | 70.6 | 1.74 | 0.00 | 0.52 | 1.22 | 1.56 | 0.0% |
| 2024Q4 | 92 | 86.7 | 1.52 | 0.01 | 0.42 | 1.09 | 1.42 | 0.0% |
| 2024Q3 | 92 | 69.3 | 1.91 | 0.01 | 0.61 | 1.30 | 1.85 | 0.0% |
| 2024Q2 | 91 | 64.3 | 1.92 | 0.01 | 0.51 | 1.41 | 1.94 | 0.0% |
| 2024Q1 | 91 | 68.8 | 1.74 | 0.02 | 0.48 | 1.24 | 1.60 | 0.0% |
| 2023Q4 | 92 | 65.1 | 2.16 | 0.08 | 0.57 | 1.51 | 2.01 | 0.0% |
| 2023Q3 | 92 | 75.2 | 1.83 | 0.07 | 0.51 | 1.26 | 1.72 | 0.0% |
| 2023Q2 | 91 | 72.5 | 2.27 | 0.06 | 0.52 | 1.68 | 2.09 | 0.0% |
| 2022Q4 | 92 | 81.9 | 1.60 | 0.02 | 0.32 | 1.26 | 1.44 | 0.0% |
| 2022Q2 | 91 | 76.8 | 1.38 | 0.01 | 0.37 | 0.99 | 1.42 | 0.0% |
| 2022Q1 | 90 | 95.2 | 1.13 | 0.01 | 0.20 | 0.93 | 0.98 | 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
24D × 13E × 8F × 3
deficiencies by survey year
| Survey | Type | Tag | Deficiency | Scope | Corrected |
|---|---|---|---|---|---|
| 2025-06-12 | 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 | 2025-07-21 |
| 2025-06-12 | Health · complaint | F0605 | Prevent the use of unnecessary psychotropic medications or use medications that may restrain a resident's ability to function. | E | 2025-07-21 |
| 2025-06-12 | Health · complaint | F0609 | Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities. | D | 2025-07-21 |
| 2025-06-12 | 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 | 2025-07-21 |
| 2025-06-12 | Health | F0689 | Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents. | D | 2025-07-21 |
| 2025-06-12 | Health | F0727 | Have a registered nurse on duty 8 hours a day; and select a registered nurse to be the director of nurses on a full time basis. | F | 2025-07-21 |
| 2024-01-11 | Health | F0552 | Ensure that residents are fully informed and understand their health status, care and treatments. | D | 2024-02-15 |
| 2024-01-11 | Health | F0583 | Keep residents' personal and medical records private and confidential. | D | 2024-02-15 |
| 2024-01-11 | Health · complaint | F0609 | Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities. | D | 2024-02-15 |
| 2024-01-11 | Health · complaint | F0610 | Respond appropriately to all alleged violations. | D | 2024-02-15 |
| 2024-01-11 | Health | F0677 | Provide care and assistance to perform activities of daily living for any resident who is unable. | D | 2024-02-15 |
| 2024-01-11 | Health | F0689 | Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents. | D | 2024-02-15 |
| 2024-01-11 | Health | F0725 | Provide enough nursing staff every day to meet the needs of every resident; and have a licensed nurse in charge on each shift. | E | 2024-02-15 |
| 2024-01-11 | Health | F0727 | Have a registered nurse on duty 8 hours a day; and select a registered nurse to be the director of nurses on a full time basis. | E | 2024-02-15 |
| 2024-01-11 | Health | F0755 | Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist. | E | 2024-02-15 |
| 2024-01-11 | Health | F0809 | Ensure meals and snacks are served at times in accordance with resident’s needs, preferences, and requests. Suitable and nourishing alternative meals and snacks must be provided for residents who want to eat at non-traditional times or outside of scheduled meal times. | E | 2024-02-15 |
| 2024-01-11 | Health | F0880 | Provide and implement an infection prevention and control program. | D | 2024-02-15 |
| 2022-10-21 | Health | F0636 | Assess the resident completely in a timely manner when first admitted, and then periodically, at least every 12 months. | E | 2023-01-25 |
| 2022-10-21 | Health | F0638 | Assure that each resident’s assessment is updated at least once every 3 months. | E | 2023-01-25 |
| 2022-10-21 | Health | F0640 | Encode each resident’s assessment data and transmit these data to the State within 7 days of assessment. | F | 2023-01-25 |
| 2022-10-21 | 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 | 2023-01-25 |
| 2022-10-21 | Health | F0693 | Ensure that feeding tubes are not used unless there is a medical reason and the resident agrees; and provide appropriate care for a resident with a feeding tube. | D | 2022-12-15 |
| 2022-10-21 | 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. | E | 2023-01-01 |
| 2022-10-21 | Health | F0727 | Have a registered nurse on duty 8 hours a day; and select a registered nurse to be the director of nurses on a full time basis. | F | 2023-01-01 |
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
48| Owner | Role | Pct | From | Status | Source |
|---|---|---|---|---|---|
| ADVANCED WOUND THERAPY | ADP OF THE SNF | — | 2015-11-01 | current | pecos_ownership |
| BELT, MIRANDA | CORPORATE OFFICER | — | 2024-12-09 | current | pecos_ownership |
| BGM ESTATE LLC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | — | 2025-12-12 | current | pecos_ownership |
| CHANCE, GWENDOLYN | 5% OR GREATER DIRECT OWNERSHIP INTEREST | — | 2020-12-28 | current | pecos_ownership |
| CHANCE, GWENDOLYN | ADP OF THE SNF | — | 2025-12-12 | current | pecos_ownership |
| DRENNAN, KAILEE | OPERATIONAL/MANAGERIAL CONTROL | — | 2020-06-19 | current | pecos_ownership |
| FORVIS MAZARS LLP | ADP OF THE SNF | — | 2010-01-01 | current | pecos_ownership |
| GILBERT GREEN FAMILY INVESTMENTS LLC | ADP OF THE SNF | — | 2025-12-12 | current | pecos_ownership |
| GRAY, ERIN | OPERATIONAL/MANAGERIAL CONTROL | — | 2024-11-04 | current | pecos_ownership |
| HUTCHINSON, DONNA | OPERATIONAL/MANAGERIAL CONTROL | — | 2016-12-29 | current | pecos_ownership |
| JACKSON, BRYONNA | OPERATIONAL/MANAGERIAL CONTROL | — | 2022-12-15 | current | pecos_ownership |
| KING, SHAWNA | ADP OF THE SNF | — | 2025-12-12 | current | pecos_ownership |
| KING, SHAWNA | 5% OR GREATER DIRECT OWNERSHIP INTEREST | — | 2020-12-28 | current | pecos_ownership |
| MCEWING, TORIE | 5% OR GREATER DIRECT OWNERSHIP INTEREST | — | 2025-12-12 | current | pecos_ownership |
| MOBILE WOUND CARE LLC | ADP OF THE SNF | — | 2014-09-01 | current | pecos_ownership |
| NORVELL, TELISSA | OPERATIONAL/MANAGERIAL CONTROL | — | 2024-08-30 | current | pecos_ownership |
| NS GROUP CONSULTING DIVISION | ADP OF THE SNF | — | 2024-10-01 | current | pecos_ownership |
| PHARMCAREOK OF DURANT INC | ADP OF THE SNF | — | 2015-11-01 | current | pecos_ownership |
| PITTS, JACI | CORPORATE OFFICER | — | 2024-12-09 | current | pecos_ownership |
| PLUMB, IMRAN | OPERATIONAL/MANAGERIAL CONTROL | — | 2023-12-01 | current | pecos_ownership |
| ROGERS, RIGGIN | OPERATIONAL/MANAGERIAL CONTROL | — | 2024-01-17 | current | pecos_ownership |
| SACKETT, KEITH | OPERATIONAL/MANAGERIAL CONTROL | — | 2021-05-10 | current | pecos_ownership |
| SACKETT, KEITH | ADP OF THE SNF | — | 2025-11-25 | current | pecos_ownership |
| STEIN ANCILLARY SERVICES, LLC | ADP OF THE SNF | — | 2015-11-01 | current | pecos_ownership |
| SWEETEN, MELANIE | OPERATIONAL/MANAGERIAL CONTROL | — | 2016-09-05 | current | pecos_ownership |
| TAYLOR, SANDRA | CORPORATE OFFICER | — | 2020-12-27 | current | pecos_ownership |
| TINDAL, MICHELLE | ADP OF THE SNF | — | 2025-12-12 | current | pecos_ownership |
| TINDAL, MICHELLE | 5% OR GREATER DIRECT OWNERSHIP INTEREST | — | 2020-12-28 | current | pecos_ownership |
| GWENDOLYN CHANCE | 5% OR GREATER DIRECT OWNERSHIP INTEREST | 17% | 2020-12-28 | ended 2026-05-18 | pecos_ownership |
| MICHELLE TINDAL | 5% OR GREATER DIRECT OWNERSHIP INTEREST | 6% | 2020-12-28 | ended 2026-05-18 | pecos_ownership |
| SHAWNA KING | 5% OR GREATER DIRECT OWNERSHIP INTEREST | 6% | 2020-12-28 | ended 2026-05-18 | pecos_ownership |
| TORIE MCEWING | 5% OR GREATER DIRECT OWNERSHIP INTEREST | 6% | 2025-12-12 | ended 2026-05-18 | pecos_ownership |
| BRYONNA JACKSON | OPERATIONAL/MANAGERIAL CONTROL | — | 2022-12-15 | ended 2026-05-18 | pecos_ownership |
| DONNA HUTCHINSON | OPERATIONAL/MANAGERIAL CONTROL | — | 2016-12-29 | ended 2026-05-18 | pecos_ownership |
| ERIN GRAY | OPERATIONAL/MANAGERIAL CONTROL | — | 2024-11-04 | ended 2026-05-18 | pecos_ownership |
| GWENDOLYN CHANCE | ADP OF THE SNF | — | 2025-12-12 | ended 2026-05-18 | pecos_ownership |
| IMRAN PLUMB | ADP OF THE SNF | — | 2023-12-01 | ended 2026-05-18 | pecos_ownership |
| JACI PITTS | CORPORATE OFFICER | — | 2024-12-09 | ended 2026-05-18 | pecos_ownership |
| KAILEE DRENNAN | OPERATIONAL/MANAGERIAL CONTROL | — | 2020-06-19 | ended 2026-05-18 | pecos_ownership |
| KEITH SACKETT | ADP OF THE SNF | — | 2025-11-25 | ended 2026-05-18 | pecos_ownership |
| KEITH SACKETT | OPERATIONAL/MANAGERIAL CONTROL | — | 2021-05-10 | ended 2026-05-18 | pecos_ownership |
| MELANIE SWEETEN | OPERATIONAL/MANAGERIAL CONTROL | — | 2016-09-05 | ended 2026-05-18 | pecos_ownership |
| MICHELLE TINDAL | ADP OF THE SNF | — | 2025-12-12 | ended 2026-05-18 | pecos_ownership |
| MIRANDA BELT | CORPORATE OFFICER | — | 2024-12-09 | ended 2026-05-18 | pecos_ownership |
| RIGGIN ROGERS | OPERATIONAL/MANAGERIAL CONTROL | — | 2024-01-17 | ended 2026-05-18 | pecos_ownership |
| SANDRA TAYLOR | CORPORATE OFFICER | — | 2020-12-27 | ended 2026-05-18 | pecos_ownership |
| SHAWNA KING | ADP OF THE SNF | — | 2025-12-12 | ended 2026-05-18 | pecos_ownership |
| TELISSA NORVELL | OPERATIONAL/MANAGERIAL CONTROL | — | 2024-08-30 | 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 |
|---|---|---|---|---|
| 2020-12-28 | — | CALERA MANOR, LLC | CITY OF HUGO | chow |
Comparable trades — OK snf
12| Close | Facility | Price | $/bed | Cap rate | Beds | Buyer |
|---|---|---|---|---|---|---|
| 2025-02-01 | IGNITE MEDICAL RESORT TULSA, LLC | — | — | — | 104 | IGNITE MEDICAL RESORT TULSA, LLC |
| 2025-01-01 | THE COMMONS | — | — | — | 138 | COMMONS OPERATIONS LLC |
| 2025-01-01 | BEADLES NEW BEGINNINGS | — | — | — | 80 | BEADLES OPERATIONS, LLC |
| 2024-11-01 | STIGLER NURSING & REHAB | — | — | — | 80 | HASKELL NURSING & REHAB LLC |
| 2024-07-01 | NOWATA NURSING CENTER | — | — | — | 65 | NOWATA LTC LLC |
| 2024-05-14 | EASTGATE VILLAGE CARE & REHAB CENTER | — | — | — | 110 | EASTGATE HEALTHCARE, LLC |
| 2024-05-14 | Broadway Care & Rehab Center | — | — | — | 105 | BROADWAY HEALTHCARE, LLC |
| 2024-05-14 | FORT GIBSON CARE & REHAB CENTER | — | — | — | 66 | FORT GIBSON HEALTHCARE LLC |
| 2024-04-01 | HERITAGE MANOR | — | — | — | 55 | HERITAGE MANOR MANAGEMENT LLC |
| 2024-04-01 | HERITAGE PARK | — | — | — | 55 | HERITAGE PARK MANAGEMENT, LLC |
| 2024-01-09 | COWETA CARE & REHAB CENTER | — | — | — | 100 | COWETA HEALTHCARE MANAGEMENT LLC |
| 2024-01-09 | MITCHELL CARE & REHAB CENTER | — | — | — | 100 | MITCHELL HEALTHCARE MANAGEMENT, 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
32| Geo | Kind | BR | Amount | As of | Source |
|---|---|---|---|---|---|
| county 40013 | acs median gross | 0 | $658 | 2024-12-31 | CENSUS_ACS5 |
| county 40013 | fmr | 0 | $757 | 2025-10-01 | HUD_USER_FMR |
| county 40013 | acs median gross | 1 | $682 | 2024-12-31 | CENSUS_ACS5 |
| county 40013 | fmr | 1 | $762 | 2025-10-01 | HUD_USER_FMR |
| county 40013 | acs median gross | 2 | $920 | 2024-12-31 | CENSUS_ACS5 |
| county 40013 | fmr | 2 | $1,000 | 2025-10-01 | HUD_USER_FMR |
| county 40013 | acs median gross | 3 | $1,115 | 2024-12-31 | CENSUS_ACS5 |
| county 40013 | fmr | 3 | $1,322 | 2025-10-01 | HUD_USER_FMR |
| county 40013 | acs median gross | 4 | $1,524 | 2024-12-31 | CENSUS_ACS5 |
| county 40013 | fmr | 4 | $1,491 | 2025-10-01 | HUD_USER_FMR |
| county 40013 | acs median gross | $960 | 2024-12-31 | CENSUS_ACS5 | |
| county 40013 | acs recent mover gross | $984 | 2024-12-31 | CENSUS_ACS5 | |
| zcta 74730 | acs median gross | 2 | $974 | 2024-12-31 | CENSUS_ACS5 |
| zcta 74730 | acs median gross | 3 | $1,236 | 2024-12-31 | CENSUS_ACS5 |
| zcta 74730 | acs median gross | 4 | $1,213 | 2024-12-31 | CENSUS_ACS5 |
| zcta 74730 | acs median gross | $1,050 | 2024-12-31 | CENSUS_ACS5 | |
| zcta 74730 | acs recent mover gross | $1,029 | 2024-12-31 | CENSUS_ACS5 | |
| zip 74730 | payment standard 110 | 0 | $869 | 2025-10-01 | HUD_USER_SAFMR |
| zip 74730 | payment standard 90 | 0 | $711 | 2025-10-01 | HUD_USER_SAFMR |
| zip 74730 | safmr | 0 | $790 | 2025-10-01 | HUD_USER_SAFMR |
| zip 74730 | payment standard 110 | 1 | $880 | 2025-10-01 | HUD_USER_SAFMR |
| zip 74730 | payment standard 90 | 1 | $720 | 2025-10-01 | HUD_USER_SAFMR |
| zip 74730 | safmr | 1 | $800 | 2025-10-01 | HUD_USER_SAFMR |
| zip 74730 | payment standard 110 | 2 | $1,155 | 2025-10-01 | HUD_USER_SAFMR |
| zip 74730 | payment standard 90 | 2 | $945 | 2025-10-01 | HUD_USER_SAFMR |
| zip 74730 | safmr | 2 | $1,050 | 2025-10-01 | HUD_USER_SAFMR |
| zip 74730 | payment standard 110 | 3 | $1,529 | 2025-10-01 | HUD_USER_SAFMR |
| zip 74730 | payment standard 90 | 3 | $1,251 | 2025-10-01 | HUD_USER_SAFMR |
| zip 74730 | safmr | 3 | $1,390 | 2025-10-01 | HUD_USER_SAFMR |
| zip 74730 | payment standard 110 | 4 | $1,727 | 2025-10-01 | HUD_USER_SAFMR |
| zip 74730 | payment standard 90 | 4 | $1,413 | 2025-10-01 | HUD_USER_SAFMR |
| zip 74730 | safmr | 4 | $1,570 | 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.