Composite
67.3 / 100 percentile
Screener / 215278
C
GLEN MEADOWS RETIREMENT COM.
snfMD
11630 GLEN ARM ROAD, GLEN ARM, MD 21057 · CCN 215278 · chain PHI
Peer group
snf n = 14,684
Evidence depth
deep
Certified beds
31
Model
v1.2
Reads as: riskier than 67.3% 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 signals12Components16CHOW radar1Distress radar1Staffing16Penalties1Deficiencies36Licensure0Ownership78Related party5Transactions0Comps12Market rent31
Composite explanation
5| Component | Percentile | Raw | Weight | Weight share | Contribution | Counts |
|---|---|---|---|---|---|---|
| regulatory risk | 72.0 | 67.5 | 0.30 | 0.2308 | 16.62 | in index |
| financial risk | 56.8 | 50.0 | 0.30 | 0.2308 | 13.11 | in index |
| billing conduct | 54.9 | 41.5 | 0.30 | 0.2308 | 12.67 | in index |
| staffing risk | 34.4 | 34.5 | 0.25 | 0.1923 | 6.62 | in index |
| chow risk | 51.0 | 49.2 | 0.15 | 0.1154 | 5.88 | 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
12| Kind | Finding | Signal | Subject | First seen |
|---|---|---|---|---|
| connection | Owner spans multiple chains | 16 chains | BAKER TILLY ADVISORY GROUP LP | 77 facilities |
| connection | Owner spans multiple chains | 10 chains | RKL LLP | 52 facilities |
| connection | Owner spans multiple chains | 5 chains | SHIFTSTER LLC | 12 facilities |
| connection | Owner spans multiple chains | 5 chains | FAVORITE HEALTHCARE STAFFING LLC | 12 facilities |
| connection | Owner spans multiple chains | 4 chains | AMERGIS HEALTHCARE STAFFING INC | 9 facilities |
| connection | Owner fleet enforcement cluster | 44% fined | SHIFTSTER LLC | 18 facilities |
| connection | Owner fleet enforcement cluster | 40% fined | TRIAGE STAFFING SOLUTIONS INC | 5 facilities |
| connection | Owner fleet enforcement cluster | 40% fined | EXCELLA STAFFING SOLUTIONS LLC | 5 facilities |
| connection | Owner fleet enforcement cluster | 40% fined | GHR HEALTHCARE HOLDINGS INC | 5 facilities |
| connection | Owner fleet enforcement cluster | 40% fined | INFINITE HEALTHCARE SERVICES LLC | 5 facilities |
| connection | Owner fleet enforcement cluster | 40% fined | READY TO HELP STAFFING LLC | 5 facilities |
| connection | Owner fleet enforcement cluster | 40% fined | RN PLUS INC | 5 facilities |
Findings from the always-on scanning layer: anomalies on this facility, connections through its current owners and past buyers. Runs beside the deterministic composite, never inside it. Full board on the ML Lab page.
Component scores and registry models
16| Score type | Score | Grade | Model | Status | Registry model notes |
|---|---|---|---|---|---|
| billing conduct | 41.5 | 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 | 73.4 | D | v0.6 | default · in composite | |
| financial risk | 50.0 | C | v0.5 | default · in composite | R18. |
| p adverse action 12m | 0.9 | — | 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 | 0.3 | — | 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 | 67.5 | D | v0.3 | default · in composite | Deficiency-based, SNF population. Runs alongside v0.5-pos. |
| staffing risk | 34.5 | B | v0.3 | default · in composite | Cost-report staffing, SNF population. Runs alongside v0.4-pos, which covers ICF/IID from POS. |
| financial risk | 54.3 | 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 | 34.3 | 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 | 48.7 | 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 | 54.4 | C | 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 | 67.3 | D | 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 | 67.3 | D | 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 | 34.5 | 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 | 34.5 | 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)
0.3%
model v0.1 · computed 2026-07-29
Percentile among SNFs
48.1
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 | |
| Occupancy | 0.95 | -0.75 | |
| Never sold on record | 1.00 | +0.62 | |
| 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 | |
| Deficiencies, last 12 months | 0.00 | -0.17 | |
| Facility size (log beds) | 3.47 | +0.13 |
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)
0.9%
model v0.1 · computed 2026-07-29
Percentile among SNFs
84.7
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 | |
| Deficiencies, last 12 months | 0.00 | +1.43 | |
| Occupancy | 0.95 | -0.87 | |
| No PBJ staffing report | 0.00 | +0.39 | |
| Chain size (log) | 2.40 | -0.19 | |
| Facility size (log beds) | 3.47 | +0.18 | |
| Fine amount, 12m (log) | 0.00 | +0.18 | |
| Total nurse staffing (HPRD) | 3.56 | -0.14 |
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 | MD median | National median | National p25–p75 |
|---|---|---|---|---|
| Total nurse | 3.56 | 3.32 | 3.28 | 2.90–3.77 |
| RN | 1.10 | 0.47 | 0.39 | 0.25–0.58 |
| Weekend total | 3.67 | 3.17 | 3.11 | — |
| Weekday total | 3.52 | 3.36 | 3.35 | — |
| Quarter | Days | Avg census | Total HPRD | RN | LPN | CNA | Weekend | Contract % |
|---|---|---|---|---|---|---|---|---|
| 2025Q4 | 92 | 29.6 | 3.56 | 1.10 | 0.39 | 2.06 | 3.67 | 0.0% |
| 2025Q3 | 92 | 27.9 | 3.61 | 1.18 | 0.32 | 2.12 | 3.62 | 0.0% |
| 2025Q2 | 91 | 28.6 | 3.54 | 1.13 | 0.33 | 2.08 | 3.60 | 0.2% |
| 2025Q1 | 90 | 25.0 | 3.73 | 1.43 | 0.26 | 2.03 | 3.73 | 8.1% |
| 2024Q4 | 92 | 28.7 | 3.21 | 1.18 | 0.24 | 1.79 | 3.15 | 8.8% |
| 2024Q3 | 92 | 27.9 | 3.44 | 1.06 | 0.45 | 1.92 | 3.25 | 0.0% |
| 2024Q2 | 91 | 23.2 | 4.18 | 1.38 | 0.52 | 2.28 | 4.22 | 0.0% |
| 2024Q1 | 91 | 21.9 | 3.89 | 1.41 | 0.45 | 2.03 | 3.99 | 0.0% |
| 2023Q4 | 92 | 23.3 | 3.94 | 1.36 | 0.51 | 2.06 | 3.90 | 0.0% |
| 2023Q3 | 92 | 19.9 | 3.78 | 1.43 | 0.33 | 2.02 | 3.77 | 0.1% |
| 2023Q2 | 91 | 25.2 | 3.86 | 1.40 | 0.28 | 2.18 | 3.84 | 0.9% |
| 2023Q1 | 90 | 21.9 | 3.70 | 1.40 | 0.41 | 1.89 | 3.82 | 4.4% |
| 2022Q4 | 92 | 23.9 | 3.44 | 1.09 | 0.41 | 1.93 | 3.40 | 16.4% |
| 2022Q3 | 92 | 20.5 | 3.72 | 1.08 | 0.63 | 2.01 | 3.56 | 2.6% |
| 2022Q2 | 91 | 17.5 | 4.13 | 1.14 | 0.67 | 2.32 | 4.12 | 0.0% |
| 2022Q1 | 90 | 17.3 | 4.37 | 1.28 | 0.80 | 2.30 | 4.33 | 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
1| Date | Type | Fine | Source |
|---|---|---|---|
| 2025-03-31 | Fine | $31,233 | CMS provider data |
Total fines on record: $31,233
Deficiencies
36C × 2D × 29E × 3F × 1J × 1
deficiencies by survey year
| Survey | Type | Tag | Deficiency | Scope | Corrected |
|---|---|---|---|---|---|
| 2025-03-31 | Health · complaint | F0600 | Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody. | D | 2025-05-12 |
| 2025-03-31 | Health · complaint | F0609 | Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities. | D | 2025-05-12 |
| 2025-03-31 | Health · complaint | F0610 | Respond appropriately to all alleged violations. | D | 2025-05-12 |
| 2025-03-31 | Health | F0636 | Assess the resident completely in a timely manner when first admitted, and then periodically, at least every 12 months. | D | 2025-05-12 |
| 2025-03-31 | Health | F0655 | Create and put into place a plan for meeting the resident's most immediate needs within 48 hours of being admitted | D | 2025-05-12 |
| 2025-03-31 | Health | F0656 | Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured. | D | 2025-06-10 |
| 2025-03-31 | Health · complaint | F0658 | Ensure services provided by the nursing facility meet professional standards of quality. | D | 2025-06-10 |
| 2025-03-31 | Health | F0686 | Provide appropriate pressure ulcer care and prevent new ulcers from developing. | D | 2025-05-12 |
| 2025-03-31 | Health · complaint | F0689 | Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents. | J | 2025-05-12 |
| 2025-03-31 | Health | F0692 | Provide enough food/fluids to maintain a resident's health. | D | 2025-05-12 |
| 2025-03-31 | Health | F0740 | Ensure each resident must receive and the facility must provide necessary behavioral health care and services. | D | 2025-05-12 |
| 2025-03-31 | Health | F0755 | Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist. | D | 2025-05-12 |
| 2025-03-31 | 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 | 2025-05-12 |
| 2025-03-31 | Health | F0812 | Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards. | F | 2025-05-12 |
| 2025-03-31 | Health | F0843 | Have an agreement with at least one or more hospitals certified by Medicare or Medicaid to make sure residents can be moved quickly to the hospital when they need medical care. | C | 2025-05-12 |
| 2025-03-31 | Health | F0867 | Set up an ongoing quality assessment and assurance group to review quality deficiencies and develop corrective plans of action. | E | 2025-05-12 |
| 2025-03-31 | Health | F0868 | Have the Quality Assessment and Assurance group have the required members and meet at least quarterly | D | 2025-05-12 |
| 2025-03-31 | Health | F0883 | Develop and implement policies and procedures for flu and pneumonia vaccinations. | D | 2025-05-12 |
| 2025-03-31 | 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 | 2025-05-12 |
| 2021-05-12 | Health | F0558 | Reasonably accommodate the needs and preferences of each resident. | D | 2021-06-18 |
| 2021-05-12 | Health | F0577 | Allow residents to easily view the nursing home's survey results and communicate with advocate agencies. | C | 2021-06-18 |
| 2021-05-12 | Health | F0640 | Encode each resident’s assessment data and transmit these data to the State within 7 days of assessment. | D | 2021-06-18 |
| 2021-05-12 | Health | F0641 | Ensure each resident receives an accurate assessment. | D | 2021-06-18 |
| 2021-05-12 | Health | F0655 | Create and put into place a plan for meeting the resident's most immediate needs within 48 hours of being admitted | D | 2021-06-18 |
| 2021-05-12 | 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 | 2021-06-18 |
| 2021-05-12 | 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. | E | 2021-06-18 |
| 2021-05-12 | Health | F0684 | Provide appropriate treatment and care according to orders, resident’s preferences and goals. | D | 2021-06-18 |
| 2021-05-12 | Health | F0711 | Ensure the resident's doctor reviews the resident's care, writes, signs and dates progress notes and orders, at each required visit. | D | 2021-06-18 |
| 2021-05-12 | Health | F0712 | Ensure that the resident and his/her doctor meet face-to-face at all required visits. | D | 2021-06-18 |
| 2021-05-12 | 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 | 2021-06-18 |
| 2021-05-12 | Health | F0757 | Ensure each resident’s drug regimen must be free from unnecessary drugs. | D | 2021-06-18 |
| 2021-05-12 | 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 | 2021-06-18 |
| 2021-05-12 | Health | F0812 | Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards. | D | 2021-06-18 |
| 2021-05-12 | Health | F0842 | Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards. | D | 2021-06-18 |
| 2021-05-12 | Health | F0880 | Provide and implement an infection prevention and control program. | E | 2021-06-18 |
| 2018-10-12 | Health | F0684 | Provide appropriate treatment and care according to orders, resident’s preferences and goals. | D | 2018-11-23 |
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
78| Owner | Role | Pct | From | Status | Source |
|---|---|---|---|---|---|
| PHI | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | 100% | 1999-06-30 | current | pecos_ownership |
| PHI | 5% OR GREATER DIRECT OWNERSHIP INTEREST | 100% | 1995-09-11 | current | pecos_ownership |
| AB STAFFING SOLUTIONS LLC | ADP OF THE SNF | — | 2025-01-01 | current | pecos_ownership |
| ADARA HEALTHCARE STAFFING, INC | ADP OF THE SNF | — | 2025-01-01 | current | pecos_ownership |
| AMERGIS HEALTHCARE STAFFING, INC | ADP OF THE SNF | — | 2025-01-01 | current | pecos_ownership |
| BAKER TILLY ADVISORY GROUP, LP | ADP OF THE SNF | — | 2025-01-01 | current | pecos_ownership |
| BENCHMARK THERAPIES, INC. | OPERATIONAL/MANAGERIAL CONTROL | — | 2025-01-01 | current | pecos_ownership |
| BENEVOLENT HEALTHCARE STAFFING LLC | ADP OF THE SNF | — | 2025-01-01 | current | pecos_ownership |
| BIRDSALL, JAMES | CORPORATE DIRECTOR | — | 2023-01-01 | current | pecos_ownership |
| BOWSER, NICOLE | OPERATIONAL/MANAGERIAL CONTROL | — | 2011-08-01 | current | pecos_ownership |
| CHOTTINER, LAWRENCE | CORPORATE DIRECTOR | — | 2023-01-01 | current | pecos_ownership |
| CROSS COUNTRY STAFFING, INC. | ADP OF THE SNF | — | 2025-01-01 | current | pecos_ownership |
| CURANA HEALTH OF MARYLAND LLC | OPERATIONAL/MANAGERIAL CONTROL | — | 2025-01-01 | current | pecos_ownership |
| DAVIS, DANNY | CORPORATE DIRECTOR | — | 2025-01-01 | current | pecos_ownership |
| DAVIS, DANNY | CORPORATE OFFICER | — | 2022-12-01 | current | pecos_ownership |
| DAVIS, TODD | CORPORATE OFFICER | — | 2024-06-01 | current | pecos_ownership |
| DEDICATED NURSING ASSOCIATES, INC. | ADP OF THE SNF | — | 2025-01-01 | current | pecos_ownership |
| DENISON, BARBARA | CORPORATE DIRECTOR | — | 2024-01-01 | current | pecos_ownership |
| DERR, SCOTT | CORPORATE DIRECTOR | — | 2025-01-01 | current | pecos_ownership |
| DEVANEY, JULIANNE | OPERATIONAL/MANAGERIAL CONTROL | — | 2021-10-01 | current | pecos_ownership |
| DEVANEY, JULIANNE | CORPORATE DIRECTOR | — | 2025-01-01 | current | pecos_ownership |
| ELLIOTT, BRENDA | CORPORATE DIRECTOR | — | 2022-01-01 | current | pecos_ownership |
| EXCELLA STAFFING SOLUTIONS LLC | ADP OF THE SNF | — | 2025-01-01 | current | pecos_ownership |
| FAVORITE HEALTHCARE STAFFING LLC | ADP OF THE SNF | — | 2025-01-01 | current | pecos_ownership |
| FOX, CYNTHIA | CORPORATE OFFICER | — | 2025-01-01 | current | pecos_ownership |
| GHR HEALTHCARE HOLDINGS, INC | ADP OF THE SNF | — | 2025-01-01 | current | pecos_ownership |
| GOLDSTEIN, TERRY | CORPORATE DIRECTOR | — | 2018-01-01 | current | pecos_ownership |
| HEALTHDIRECT INSTITUTIONAL PHARMACY SERVICES INC | ADP OF THE SNF | — | 2025-01-01 | current | pecos_ownership |
| HERSHEY, KATHERINE | CORPORATE OFFICER | — | 2025-01-01 | current | pecos_ownership |
| INFINITE HEALTHCARE SERVICES LLC | ADP OF THE SNF | — | 2025-01-01 | current | pecos_ownership |
| KATZ, PAUL | OPERATIONAL/MANAGERIAL CONTROL | — | 2025-01-01 | current | pecos_ownership |
| KINARD, JOSEPH | CORPORATE DIRECTOR | — | 2021-01-01 | current | pecos_ownership |
| KRIEGER, DANIEL | CORPORATE DIRECTOR | — | 2025-01-01 | current | pecos_ownership |
| KRIEGER, DANIEL | CORPORATE OFFICER | — | 2023-12-01 | current | pecos_ownership |
| MCALISTER, DYAN | CORPORATE DIRECTOR | — | 2025-01-01 | current | pecos_ownership |
| MCALISTER, DYAN | CORPORATE OFFICER | — | 2022-12-01 | current | pecos_ownership |
| OTTENA, JOHN | CORPORATE OFFICER | — | 2025-01-01 | current | pecos_ownership |
| OTTENA, JOHN | OPERATIONAL/MANAGERIAL CONTROL | — | 2022-12-20 | current | pecos_ownership |
| READY TO HELP STAFFING LLC | ADP OF THE SNF | — | 2025-01-01 | current | pecos_ownership |
| REIMANN, SUSAN | CORPORATE DIRECTOR | — | 2016-01-01 | current | pecos_ownership |
| RHODES, CHERYL | CORPORATE DIRECTOR | — | 2024-01-01 | current | pecos_ownership |
| RKL LLP | ADP OF THE SNF | — | 2025-01-01 | current | pecos_ownership |
| RN PLUS, INC. | ADP OF THE SNF | — | 2025-01-01 | current | pecos_ownership |
| SEIBERT, JOSEPH | CORPORATE DIRECTOR | — | 2023-01-01 | current | pecos_ownership |
| SHIFTSTER LLC | ADP OF THE SNF | — | 2025-01-01 | current | pecos_ownership |
| SHROPSHIRE, JENNIFER | CORPORATE DIRECTOR | — | 2017-01-01 | current | pecos_ownership |
| STONE, ROBYN | CORPORATE DIRECTOR | — | 2016-01-01 | current | pecos_ownership |
| TITAN NURSE STAFFING LLC | ADP OF THE SNF | — | 2025-01-01 | current | pecos_ownership |
| TRIAGE STAFFING SOLUTIONS, INC. | ADP OF THE SNF | — | 2025-01-01 | current | pecos_ownership |
| WICKLINE, BEVERLY | CORPORATE OFFICER | — | 2020-01-01 | current | pecos_ownership |
| BARBARA DENISON | CORPORATE DIRECTOR | — | 2024-01-01 | ended 2026-05-18 | pecos_ownership |
| BEVERLY WICKLINE | CORPORATE OFFICER | — | 2020-01-01 | ended 2026-05-18 | pecos_ownership |
| BRENDA ELLIOTT | CORPORATE DIRECTOR | — | 2022-01-01 | ended 2026-05-18 | pecos_ownership |
| CHERYL RHODES | CORPORATE DIRECTOR | — | 2024-01-01 | ended 2026-05-18 | pecos_ownership |
| CYNTHIA FOX | CORPORATE DIRECTOR | — | 2025-01-01 | ended 2026-05-18 | pecos_ownership |
| DANIEL KRIEGER | CORPORATE OFFICER | — | 2023-12-01 | ended 2026-05-18 | pecos_ownership |
| DANIEL KRIEGER | CORPORATE DIRECTOR | — | 2025-01-01 | ended 2026-05-18 | pecos_ownership |
| DANNY DAVIS | CORPORATE OFFICER | — | 2022-12-01 | ended 2026-05-18 | pecos_ownership |
| DANNY DAVIS | CORPORATE DIRECTOR | — | 2025-01-01 | ended 2026-05-18 | pecos_ownership |
| DYAN MCALISTER | CORPORATE OFFICER | — | 2022-12-01 | ended 2026-05-18 | pecos_ownership |
| DYAN MCALISTER | CORPORATE DIRECTOR | — | 2025-01-01 | ended 2026-05-18 | pecos_ownership |
| JAMES BIRDSALL | CORPORATE DIRECTOR | — | 2023-01-01 | ended 2026-05-18 | pecos_ownership |
| JENNIFER SHROPSHIRE | CORPORATE DIRECTOR | — | 2017-01-01 | ended 2026-05-18 | pecos_ownership |
| JOHN OTTENA | OPERATIONAL/MANAGERIAL CONTROL | — | 2022-12-20 | ended 2026-05-18 | pecos_ownership |
| JOHN OTTENA | CORPORATE DIRECTOR | — | 2025-01-01 | ended 2026-05-18 | pecos_ownership |
| JOSEPH KINARD | CORPORATE DIRECTOR | — | 2021-01-01 | ended 2026-05-18 | pecos_ownership |
| JOSEPH SEIBERT | CORPORATE DIRECTOR | — | 2023-01-01 | ended 2026-05-18 | pecos_ownership |
| JULIANNE DEVANEY | CORPORATE DIRECTOR | — | 2025-01-01 | ended 2026-05-18 | pecos_ownership |
| JULIANNE DEVANEY | OPERATIONAL/MANAGERIAL CONTROL | — | 2021-10-01 | ended 2026-05-18 | pecos_ownership |
| KATHERINE HERSHEY | CORPORATE OFFICER | — | 2025-01-01 | ended 2026-05-18 | pecos_ownership |
| LAWRENCE CHOTTINER | CORPORATE DIRECTOR | — | 2023-01-01 | ended 2026-05-18 | pecos_ownership |
| NICOLE BOWSER | OPERATIONAL/MANAGERIAL CONTROL | — | 2011-08-01 | ended 2026-05-18 | pecos_ownership |
| PAUL KATZ | OPERATIONAL/MANAGERIAL CONTROL | — | 2025-01-01 | ended 2026-05-18 | pecos_ownership |
| ROBYN STONE | CORPORATE DIRECTOR | — | 2016-01-01 | ended 2026-05-18 | pecos_ownership |
| SCOTT DERR | CORPORATE DIRECTOR | — | 2025-01-01 | ended 2026-05-18 | pecos_ownership |
| SUSAN REIMANN | CORPORATE DIRECTOR | — | 2016-01-01 | ended 2026-05-18 | pecos_ownership |
| TERRY GOLDSTEIN | CORPORATE DIRECTOR | — | 2018-01-01 | ended 2026-05-18 | pecos_ownership |
| TODD DAVIS | CORPORATE OFFICER | — | 2024-06-01 | ended 2026-05-18 | pecos_ownership |
PECOS ownership and managing-control associations. Current edges have no end date in the source; historical edges are retained.
Transactions
0No transactions on record for this facility. Absence of a record here means the sources CII ingests contain none, not that none exists anywhere.
Comparable trades — MD snf
12| Close | Facility | Price | $/bed | Cap rate | Beds | Buyer |
|---|---|---|---|---|---|---|
| 2025-03-01 | FROSTBURG REHAB CENTER | — | — | — | 122 | KAYLOR FROSTBURG LLC |
| 2025-03-01 | SOUTH MOUNTAIN REHAB CENTER | — | — | — | 157 | SM REHAB |
| 2024-12-01 | ST. ELIZABETH REHABILITATION & NURSING CENTER | — | — | — | 162 | ST. ELIZABETH OPCO LLC |
| 2024-10-01 | SNOW HILL REHABILITATION & HEALTHCARE CENTER | — | — | — | 69 | SNOW HILL SNF OPERATIONS LLC |
| 2024-10-01 | DENNETT REHAB CENTER | — | — | — | 99 | DENNETT SNF |
| 2024-09-01 | FREDERICK CROSSING OF JOURNEY | — | — | — | 120 | FREDERICK CROSSING OF JOURNEY LLC |
| 2024-07-01 | BAY HARBOR POST ACUTE HEALTHCARE CENTER | — | — | — | 305 | BAY HARBOR OPERATOR LLC |
| 2024-04-01 | GREEN ACRES NURSING AND REHAB | — | — | — | 170 | 10200 LA PLATA OPCO LLC |
| 2024-03-01 | COPPER RIDGE NURSING AND ASSISTED LIVING CENTER | — | — | — | 66 | CARROLL MD OPCO LLC |
| 2024-01-01 | RESORTS OF AUGSBURG | — | — | — | 131 | RESORTS OF AUGSBURG CORP |
| 2023-12-01 | ROSSVILLE REHABILITATION AND HEALTHCARE CENTER | — | — | — | 172 | ROSSVILLE SNF OPERATIONS LLC |
| 2023-12-01 | TOWSON REHABILITATION AND HEALTHCARE CENTER | — | — | — | 132 | TOWSON 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
31| Geo | Kind | BR | Amount | As of | Source |
|---|---|---|---|---|---|
| county 24005 | acs median gross | 0 | $1,403 | 2024-12-31 | CENSUS_ACS5 |
| county 24005 | fmr | 0 | $1,362 | 2025-10-01 | HUD_USER_FMR |
| county 24005 | acs median gross | 1 | $1,360 | 2024-12-31 | CENSUS_ACS5 |
| county 24005 | fmr | 1 | $1,511 | 2025-10-01 | HUD_USER_FMR |
| county 24005 | acs median gross | 2 | $1,664 | 2024-12-31 | CENSUS_ACS5 |
| county 24005 | fmr | 2 | $1,857 | 2025-10-01 | HUD_USER_FMR |
| county 24005 | acs median gross | 3 | $1,948 | 2024-12-31 | CENSUS_ACS5 |
| county 24005 | fmr | 3 | $2,358 | 2025-10-01 | HUD_USER_FMR |
| county 24005 | acs median gross | 4 | $2,180 | 2024-12-31 | CENSUS_ACS5 |
| county 24005 | fmr | 4 | $2,611 | 2025-10-01 | HUD_USER_FMR |
| county 24005 | acs median gross | 5 | $2,076 | 2024-12-31 | CENSUS_ACS5 |
| county 24005 | acs median gross | $1,627 | 2024-12-31 | CENSUS_ACS5 | |
| county 24005 | acs recent mover gross | $1,814 | 2024-12-31 | CENSUS_ACS5 | |
| zcta 21057 | acs median gross | 1 | $1,794 | 2024-12-31 | CENSUS_ACS5 |
| zcta 21057 | acs median gross | 2 | $1,691 | 2024-12-31 | CENSUS_ACS5 |
| zcta 21057 | acs median gross | $1,746 | 2024-12-31 | CENSUS_ACS5 | |
| zip 21057 | payment standard 110 | 0 | $1,661 | 2025-10-01 | HUD_USER_SAFMR |
| zip 21057 | payment standard 90 | 0 | $1,359 | 2025-10-01 | HUD_USER_SAFMR |
| zip 21057 | safmr | 0 | $1,510 | 2025-10-01 | HUD_USER_SAFMR |
| zip 21057 | payment standard 110 | 1 | $1,892 | 2025-10-01 | HUD_USER_SAFMR |
| zip 21057 | payment standard 90 | 1 | $1,548 | 2025-10-01 | HUD_USER_SAFMR |
| zip 21057 | safmr | 1 | $1,720 | 2025-10-01 | HUD_USER_SAFMR |
| zip 21057 | payment standard 110 | 2 | $2,321 | 2025-10-01 | HUD_USER_SAFMR |
| zip 21057 | payment standard 90 | 2 | $1,899 | 2025-10-01 | HUD_USER_SAFMR |
| zip 21057 | safmr | 2 | $2,110 | 2025-10-01 | HUD_USER_SAFMR |
| zip 21057 | payment standard 110 | 3 | $2,981 | 2025-10-01 | HUD_USER_SAFMR |
| zip 21057 | payment standard 90 | 3 | $2,439 | 2025-10-01 | HUD_USER_SAFMR |
| zip 21057 | safmr | 3 | $2,710 | 2025-10-01 | HUD_USER_SAFMR |
| zip 21057 | payment standard 110 | 4 | $3,333 | 2025-10-01 | HUD_USER_SAFMR |
| zip 21057 | payment standard 90 | 4 | $2,727 | 2025-10-01 | HUD_USER_SAFMR |
| zip 21057 | safmr | 4 | $3,030 | 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.