Composite
31.7 / 100 percentile
Screener / 495117
B
LAKE TAYLOR HOSP
snfVA
1309 KEMPSVILLE RD, NORFOLK, VA 23502 · CCN 495117
Peer group
snf n = 14,684
Evidence depth
deep
Certified beds
192
Model
v1.2
Reads as: riskier than 31.7% 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 model4Components10CHOW radar1Distress radar1Staffing16Penalties1Deficiencies24Licensure0Ownership37Related party0Transactions0Comps12Market rent34
Composite explanation
4| Component | Percentile | Raw | Weight | Weight share | Contribution | Counts |
|---|---|---|---|---|---|---|
| billing conduct | 78.1 | 51.8 | 0.30 | 0.3000 | 23.43 | in index |
| regulatory risk | 54.3 | 44.0 | 0.30 | 0.3000 | 16.29 | in index |
| staffing risk | 5.7 | 5.8 | 0.25 | 0.2500 | 1.43 | in index |
| chow risk | 1.5 | 18.1 | 0.15 | 0.1500 | 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.
Component scores and registry models
10| Score type | Score | Grade | Model | Status | Registry model notes |
|---|---|---|---|---|---|
| billing conduct | 51.8 | C | v0.1-pacpuf-snf | default · in composite | R22. PAC PUF SNF 2023. PDPM coding intensity vs acuity, stay length, charge markup. |
| chow risk | 18.1 | 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 | 0.4 | — | 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 | 44.0 | B | v0.3 | default · in composite | Deficiency-based, SNF population. Runs alongside v0.5-pos. |
| staffing risk | 5.8 | A | v0.3 | default · in composite | Cost-report staffing, SNF population. Runs alongside v0.4-pos, which covers ICF/IID from POS. |
| regulatory risk | 43.9 | B | 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 | 43.9 | B | 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 | 5.8 | 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 | 5.8 | 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)
0.3%
model v0.1 · computed 2026-07-29
Percentile among SNFs
45.8
100 = most likely to sell
Holdout AUC
0.874
evaluated before shipping, never refit
| Driver | Value | Pull on odds | |
|---|---|---|---|
| For-profit ownership | 0.00 | -1.24 | |
| Never sold on record | 1.00 | +0.62 | |
| Current owner tenure (years) | 25.00 | +0.57 | |
| No PBJ staffing report | 0.00 | +0.42 | |
| Chain size (log) | 0.00 | -0.40 | |
| Occupancy | 0.82 | -0.34 | |
| Total nurse staffing (HPRD) | 4.75 | -0.34 | |
| Ownership changes, last 5 years | 0.00 | +0.20 |
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)
0.4%
model v0.1 · computed 2026-07-29
Percentile among SNFs
71.3
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 | |
| Chain size (log) | 0.00 | +1.20 | |
| Total nurse staffing (HPRD) | 4.75 | -0.65 | |
| Fine amount, 12m (log) | 10.99 | -0.63 | |
| Deficiencies, last 12 months | 5.00 | +0.50 | |
| No PBJ staffing report | 0.00 | +0.39 | |
| Occupancy | 0.82 | -0.28 | |
| Facility size (log beds) | 5.26 | -0.19 |
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 | 4.75 | 3.13 | 3.28 | 2.90–3.77 |
| RN | 0.34 | 0.30 | 0.39 | 0.25–0.58 |
| Weekend total | 4.30 | 2.96 | 3.11 | — |
| Weekday total | 4.93 | 3.20 | 3.35 | — |
| Quarter | Days | Avg census | Total HPRD | RN | LPN | CNA | Weekend | Contract % |
|---|---|---|---|---|---|---|---|---|
| 2025Q4 | 92 | 156.6 | 4.75 | 0.34 | 2.33 | 2.08 | 4.30 | 8.2% |
| 2025Q3 | 92 | 163.8 | 4.57 | 0.36 | 2.21 | 2.00 | 3.97 | 10.6% |
| 2025Q2 | 91 | 161.8 | 4.55 | 0.37 | 2.19 | 1.99 | 3.94 | 13.5% |
| 2025Q1 | 90 | 156.4 | 4.82 | 0.43 | 2.21 | 2.18 | 4.19 | 12.9% |
| 2024Q4 | 92 | 158.1 | 4.69 | 0.48 | 2.12 | 2.09 | 4.14 | 12.2% |
| 2024Q3 | 92 | 168.9 | 4.47 | 0.47 | 1.99 | 2.02 | 3.87 | 13.1% |
| 2024Q2 | 91 | 164.7 | 4.50 | 0.46 | 2.07 | 1.97 | 3.79 | 10.8% |
| 2024Q1 | 91 | 160.9 | 4.64 | 0.48 | 2.07 | 2.10 | 3.98 | 14.4% |
| 2023Q4 | 92 | 154.2 | 4.55 | 0.36 | 1.97 | 2.22 | 4.06 | 15.6% |
| 2023Q3 | 92 | 167.7 | 4.21 | 0.31 | 1.87 | 2.03 | 3.67 | 15.2% |
| 2023Q2 | 91 | 165.8 | 4.25 | 0.34 | 1.92 | 1.99 | 3.55 | 17.6% |
| 2023Q1 | 90 | 163.1 | 4.20 | 0.36 | 1.90 | 1.95 | 3.56 | 15.6% |
| 2022Q4 | 92 | 168.2 | 4.00 | 0.34 | 1.77 | 1.89 | 3.38 | 12.6% |
| 2022Q3 | 92 | 152.6 | 4.19 | 0.33 | 1.81 | 2.06 | 3.70 | 11.8% |
| 2022Q2 | 91 | 145.8 | 4.29 | 0.30 | 1.70 | 2.29 | 3.68 | 5.0% |
| 2022Q1 | 90 | 147.7 | 3.94 | 0.31 | 1.84 | 1.78 | 3.46 | 3.9% |
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 |
|---|---|---|---|
| 2025-09-26 | Fine | $59,150 | CMS provider data |
Total fines on record: $59,150
Deficiencies
24C × 2D × 11E × 8F × 1G × 2
deficiencies by survey year
| Survey | Type | Tag | Deficiency | Scope | Corrected |
|---|---|---|---|---|---|
| 2025-09-26 | Health · complaint | F0677 | Provide care and assistance to perform activities of daily living for any resident who is unable. | D | 2025-11-28 |
| 2025-09-26 | Health · complaint | F0689 | Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents. | G | 2025-11-28 |
| 2025-09-26 | Health | F0698 | Provide safe, appropriate dialysis care/services for a resident who requires such services. | D | 2025-11-28 |
| 2025-09-26 | Health | F0700 | Try different approaches before using a bed rail. If a bed rail is needed, the facility must (1) assess a resident for safety risk; (2) review these risks and benefits with the resident/representative; (3) get informed consent; and (4) Correctly install and maintain the bed rail. | D | 2025-11-28 |
| 2025-09-26 | Health | F0908 | Keep all essential equipment working safely. | D | 2026-02-09 |
| 2021-10-15 | Health | F0584 | Honor the resident's right to a safe, clean, comfortable and homelike environment, including but not limited to receiving treatment and supports for daily living safely. | E | 2021-12-22 |
| 2021-10-15 | Health | F0655 | Create and put into place a plan for meeting the resident's most immediate needs within 48 hours of being admitted | D | 2021-12-22 |
| 2021-10-15 | 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 | 2021-12-22 |
| 2021-10-15 | Health | F0679 | Provide activities to meet all resident's needs. | D | 2021-12-22 |
| 2021-10-15 | Health | F0686 | Provide appropriate pressure ulcer care and prevent new ulcers from developing. | G | 2021-12-22 |
| 2021-10-15 | Health | F0700 | Try different approaches before using a bed rail. If a bed rail is needed, the facility must (1) assess a resident for safety risk; (2) review these risks and benefits with the resident/representative; (3) get informed consent; and (4) Correctly install and maintain the bed rail. | E | 2021-12-22 |
| 2021-10-15 | Health | F0732 | Post nurse staffing information every day. | C | 2021-12-22 |
| 2021-10-15 | Health | F0811 | Ensure that residents are assessed for appropriateness for a feeding assistant program, receive services as per their plan of care, and feeding assistants are trained and supervised. | E | 2021-12-22 |
| 2021-10-15 | Health | F0812 | Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards. | F | 2021-12-22 |
| 2018-11-01 | Health | F0577 | Allow residents to easily view the nursing home's survey results and communicate with advocate agencies. | C | 2018-12-16 |
| 2018-11-01 | Health | F0623 | Provide timely notification to the resident, and if applicable to the resident representative and ombudsman, before transfer or discharge, including appeal rights. | E | 2018-12-16 |
| 2018-11-01 | Health | F0636 | Assess the resident completely in a timely manner when first admitted, and then periodically, at least every 12 months. | D | 2018-12-16 |
| 2018-11-01 | Health | F0658 | Ensure services provided by the nursing facility meet professional standards of quality. | D | 2018-12-16 |
| 2018-11-01 | Health | F0677 | Provide care and assistance to perform activities of daily living for any resident who is unable. | D | 2018-12-16 |
| 2018-11-01 | Health | F0689 | Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents. | D | 2018-12-16 |
| 2018-11-01 | Health | F0759 | Ensure medication error rates are not 5 percent or greater. | E | 2018-12-16 |
| 2018-11-01 | Health | F0812 | Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards. | E | 2018-12-16 |
| 2018-11-01 | Health | F0921 | Make sure that the nursing home area is safe, easy to use, clean and comfortable for residents, staff and the public. | E | 2018-12-16 |
| 2018-11-01 | Health | F0925 | Make sure there is a pest control program to prevent/deal with mice, insects, or other pests. | E | 2018-12-16 |
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
37| Owner | Role | Pct | From | Status | Source |
|---|---|---|---|---|---|
| HOSPITAL AUTHORITY OF NORFOLK | 5% OR GREATER DIRECT OWNERSHIP INTEREST | 100% | — | current | pecos_ownership |
| ALBERT, ELIZABETH | OPERATIONAL/MANAGERIAL CONTROL | — | 2023-09-12 | current | pecos_ownership |
| ALLEN, SUZANNE | MANAGING CONTROL - GOVERNING BODY | — | 2024-11-12 | current | pecos_ownership |
| ARAMARK HEALTHCARE SUPPORT SERVICES LLC | ADP OF THE SNF | — | 2007-01-19 | current | pecos_ownership |
| ARMSTRONG, MELODY | OPERATIONAL/MANAGERIAL CONTROL | — | 2023-09-12 | current | pecos_ownership |
| BAUMAN, DEBORAH | CORPORATE DIRECTOR | — | 2009-03-05 | current | pecos_ownership |
| DURHAM, CALVIN | OPERATIONAL/MANAGERIAL CONTROL | — | 2010-05-25 | current | pecos_ownership |
| FOGG, ROBERT | CORPORATE OFFICER | — | 2000-01-01 | current | pecos_ownership |
| HCARE LLC | OPERATIONAL/MANAGERIAL CONTROL | — | 2024-05-09 | current | pecos_ownership |
| LEHEW, WILLETTE | CORPORATE DIRECTOR | — | 1999-07-20 | current | pecos_ownership |
| MASSEY, PAUL | CORPORATE DIRECTOR | — | 2023-09-27 | current | pecos_ownership |
| ORSINI, THOMAS | CORPORATE DIRECTOR | — | 2010-04-16 | current | pecos_ownership |
| ORSINI, THOMAS | OPERATIONAL/MANAGERIAL CONTROL | — | 1999-11-01 | current | pecos_ownership |
| POSTON, ANITA | CORPORATE DIRECTOR | — | 2004-11-02 | current | pecos_ownership |
| ROBERTS-ATWATER, BEVERLY | CORPORATE DIRECTOR | — | 2012-08-17 | current | pecos_ownership |
| ROBINSON, BRADBURY | OPERATIONAL/MANAGERIAL CONTROL | — | 2024-11-12 | current | pecos_ownership |
| RYAN, JOHN | MANAGING CONTROL - GOVERNING BODY | — | 2025-10-28 | current | pecos_ownership |
| WARD, WILLIE | CORPORATE DIRECTOR | — | 2024-09-10 | current | pecos_ownership |
| WILHELM, KAREN | ADP OF THE SNF | — | 2022-03-29 | current | pecos_ownership |
| WOLFORD, LORRAINE | ADP OF THE SNF | — | 2025-04-02 | current | pecos_ownership |
| ROBERT FOGG | CORPORATE OFFICER | 15% | 2000-01-01 | ended 2026-05-18 | pecos_ownership |
| ANITA POSTON | CORPORATE DIRECTOR | 9% | 2004-11-02 | ended 2026-05-18 | pecos_ownership |
| BEVERLY ROBERTS-ATWATER | CORPORATE DIRECTOR | 9% | 2012-08-17 | ended 2026-05-18 | pecos_ownership |
| DEBORAH BAUMAN | CORPORATE DIRECTOR | 9% | 2009-03-05 | ended 2026-05-18 | pecos_ownership |
| BRADBURY ROBINSON | OPERATIONAL/MANAGERIAL CONTROL | — | 2024-11-12 | ended 2026-05-18 | pecos_ownership |
| CALVIN DURHAM | OPERATIONAL/MANAGERIAL CONTROL | — | 2010-05-25 | ended 2026-05-18 | pecos_ownership |
| ELIZABETH ALBERT | MANAGING CONTROL - GOVERNING BODY | — | 2023-09-12 | ended 2026-05-18 | pecos_ownership |
| JOHN RYAN | CORPORATE DIRECTOR | — | 2025-10-28 | ended 2026-05-18 | pecos_ownership |
| KAREN WILHELM | OPERATIONAL/MANAGERIAL CONTROL | — | 2022-03-29 | ended 2026-05-18 | pecos_ownership |
| LORRAINE WOLFORD | ADP OF THE SNF | — | 2025-04-02 | ended 2026-05-18 | pecos_ownership |
| MELODY ARMSTRONG | MANAGING CONTROL - GOVERNING BODY | — | 2023-09-12 | ended 2026-05-18 | pecos_ownership |
| PAUL MASSEY | CORPORATE DIRECTOR | — | 2023-09-27 | ended 2026-05-18 | pecos_ownership |
| SUZANNE ALLEN | MANAGING CONTROL - GOVERNING BODY | — | 2024-11-12 | ended 2026-05-18 | pecos_ownership |
| THOMAS ORSINI | OPERATIONAL/MANAGERIAL CONTROL | — | 1999-11-01 | ended 2026-05-18 | pecos_ownership |
| THOMAS ORSINI | CORPORATE DIRECTOR | — | 2010-04-16 | ended 2026-05-18 | pecos_ownership |
| WILLETTE LEHEW | CORPORATE DIRECTOR | — | 1999-07-20 | ended 2026-05-18 | pecos_ownership |
| WILLIE WARD | MANAGING CONTROL - GOVERNING BODY | — | 2024-09-10 | 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 — 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 51710 | acs median gross | 0 | $1,170 | 2024-12-31 | CENSUS_ACS5 |
| county 51710 | fmr | 0 | $1,492 | 2025-10-01 | HUD_USER_FMR |
| county 51710 | acs median gross | 1 | $1,104 | 2024-12-31 | CENSUS_ACS5 |
| county 51710 | fmr | 1 | $1,512 | 2025-10-01 | HUD_USER_FMR |
| county 51710 | acs median gross | 2 | $1,256 | 2024-12-31 | CENSUS_ACS5 |
| county 51710 | fmr | 2 | $1,713 | 2025-10-01 | HUD_USER_FMR |
| county 51710 | acs median gross | 3 | $1,690 | 2024-12-31 | CENSUS_ACS5 |
| county 51710 | fmr | 3 | $2,376 | 2025-10-01 | HUD_USER_FMR |
| county 51710 | acs median gross | 4 | $2,035 | 2024-12-31 | CENSUS_ACS5 |
| county 51710 | fmr | 4 | $2,797 | 2025-10-01 | HUD_USER_FMR |
| county 51710 | acs median gross | 5 | $2,227 | 2024-12-31 | CENSUS_ACS5 |
| county 51710 | acs median gross | $1,321 | 2024-12-31 | CENSUS_ACS5 | |
| county 51710 | acs recent mover gross | $1,547 | 2024-12-31 | CENSUS_ACS5 | |
| zcta 23502 | acs median gross | 1 | $1,112 | 2024-12-31 | CENSUS_ACS5 |
| zcta 23502 | acs median gross | 2 | $1,328 | 2024-12-31 | CENSUS_ACS5 |
| zcta 23502 | acs median gross | 3 | $1,720 | 2024-12-31 | CENSUS_ACS5 |
| zcta 23502 | acs median gross | 4 | $2,048 | 2024-12-31 | CENSUS_ACS5 |
| zcta 23502 | acs median gross | $1,398 | 2024-12-31 | CENSUS_ACS5 | |
| zcta 23502 | acs recent mover gross | $1,398 | 2024-12-31 | CENSUS_ACS5 | |
| zip 23502 | payment standard 110 | 0 | $1,518 | 2025-10-01 | HUD_USER_SAFMR |
| zip 23502 | payment standard 90 | 0 | $1,242 | 2025-10-01 | HUD_USER_SAFMR |
| zip 23502 | safmr | 0 | $1,380 | 2025-10-01 | HUD_USER_SAFMR |
| zip 23502 | payment standard 110 | 1 | $1,529 | 2025-10-01 | HUD_USER_SAFMR |
| zip 23502 | payment standard 90 | 1 | $1,251 | 2025-10-01 | HUD_USER_SAFMR |
| zip 23502 | safmr | 1 | $1,390 | 2025-10-01 | HUD_USER_SAFMR |
| zip 23502 | payment standard 110 | 2 | $1,738 | 2025-10-01 | HUD_USER_SAFMR |
| zip 23502 | payment standard 90 | 2 | $1,422 | 2025-10-01 | HUD_USER_SAFMR |
| zip 23502 | safmr | 2 | $1,580 | 2025-10-01 | HUD_USER_SAFMR |
| zip 23502 | payment standard 110 | 3 | $2,409 | 2025-10-01 | HUD_USER_SAFMR |
| zip 23502 | payment standard 90 | 3 | $1,971 | 2025-10-01 | HUD_USER_SAFMR |
| zip 23502 | safmr | 3 | $2,190 | 2025-10-01 | HUD_USER_SAFMR |
| zip 23502 | payment standard 110 | 4 | $2,838 | 2025-10-01 | HUD_USER_SAFMR |
| zip 23502 | payment standard 90 | 4 | $2,322 | 2025-10-01 | HUD_USER_SAFMR |
| zip 23502 | safmr | 4 | $2,580 | 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.