Composite
76.2 / 100 percentile
Screener / 215361
C
MARYLAND MASONIC HOMES LTD
snfMD
300 INTERNATIONAL CIRCLE, COCKEYSVILLE, MD 21030 · CCN 215361
Peer group
snf n = 14,684
Evidence depth
deep
Certified beds
88
Model
v1.2
Reads as: riskier than 76.2% 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 model5Components16CHOW radar1Distress radar1Staffing16Penalties1Deficiencies65Licensure0Ownership27Related party0Transactions0Comps12Market rent35
Composite explanation
5| Component | Percentile | Raw | Weight | Weight share | Contribution | Counts |
|---|---|---|---|---|---|---|
| financial risk | 99.3 | 94.6 | 0.30 | 0.2308 | 22.92 | in index |
| regulatory risk | 72.7 | 68.5 | 0.30 | 0.2308 | 16.78 | in index |
| billing conduct | 46.8 | 38.1 | 0.30 | 0.2308 | 10.80 | in index |
| staffing risk | 23.9 | 24.0 | 0.25 | 0.1923 | 4.60 | in index |
| chow risk | 31.6 | 37.9 | 0.15 | 0.1154 | 3.65 | 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
16| Score type | Score | Grade | Model | Status | Registry model notes |
|---|---|---|---|---|---|
| billing conduct | 38.1 | B | v0.1-pacpuf-snf | default · in composite | R22. PAC PUF SNF 2023. PDPM coding intensity vs acuity, stay length, charge markup. |
| chow risk | 17.0 | 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 | 58.7 | C | v0.6 | default · in composite | |
| financial risk | 94.6 | F | v0.5 | default · in composite | R18. |
| p adverse action 12m | 5.3 | — | 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 | 68.5 | D | v0.3 | default · in composite | Deficiency-based, SNF population. Runs alongside v0.5-pos. |
| staffing risk | 24.0 | A | v0.3 | default · in composite | Cost-report staffing, SNF population. Runs alongside v0.4-pos, which covers ICF/IID from POS. |
| financial risk | 40.5 | 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 | 20.5 | 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 | 78.7 | D | 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 | 93.5 | F | 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 | 68.3 | 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 | 68.3 | 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 | 24.0 | 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 | 24.0 | 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)
0.3%
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 | 0.77 | -0.22 | |
| 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)
5.3%
model v0.1 · computed 2026-07-29
Percentile among SNFs
97.2
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 | |
| Chain size (log) | 0.00 | +1.20 | |
| No PBJ staffing report | 0.00 | +0.39 | |
| Total nurse staffing (HPRD) | 3.80 | -0.25 | |
| Fine amount, 12m (log) | 0.00 | +0.18 | |
| Never sold on record | 1.00 | +0.12 | |
| Current owner tenure (years) | 25.00 | +0.11 |
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 | 3.80 | 3.32 | 3.28 | 2.90–3.77 |
| RN | 0.78 | 0.47 | 0.39 | 0.25–0.58 |
| Weekend total | 3.85 | 3.17 | 3.11 | — |
| Weekday total | 3.79 | 3.36 | 3.35 | — |
| Quarter | Days | Avg census | Total HPRD | RN | LPN | CNA | Weekend | Contract % |
|---|---|---|---|---|---|---|---|---|
| 2025Q4 | 92 | 68.0 | 3.80 | 0.78 | 0.84 | 2.18 | 3.85 | 2.5% |
| 2025Q3 | 92 | 69.5 | 3.61 | 0.75 | 0.85 | 2.01 | 3.64 | 5.1% |
| 2025Q2 | 91 | 67.3 | 3.54 | 0.74 | 0.85 | 1.95 | 3.56 | 12.8% |
| 2025Q1 | 90 | 64.4 | 3.50 | 0.76 | 0.88 | 1.87 | 3.56 | 7.6% |
| 2024Q4 | 92 | 67.2 | 3.59 | 0.72 | 0.99 | 1.89 | 3.60 | 12.5% |
| 2024Q3 | 92 | 69.3 | 3.65 | 0.58 | 1.15 | 1.92 | 3.69 | 15.7% |
| 2024Q2 | 91 | 67.4 | 3.35 | 0.46 | 1.21 | 1.68 | 3.30 | 6.6% |
| 2024Q1 | 91 | 67.2 | 3.72 | 0.44 | 1.44 | 1.84 | 3.70 | 11.8% |
| 2023Q4 | 92 | 60.0 | 4.00 | 0.53 | 1.43 | 2.05 | 3.97 | 12.3% |
| 2023Q3 | 92 | 56.4 | 5.40 | 0.56 | 1.87 | 2.98 | 4.95 | 13.3% |
| 2023Q2 | 91 | 53.7 | 5.59 | 0.63 | 1.85 | 3.12 | 5.23 | 19.1% |
| 2023Q1 | 90 | 57.5 | 5.34 | 0.66 | 1.64 | 3.05 | 5.17 | 32.6% |
| 2022Q4 | 92 | 61.5 | 4.56 | 0.35 | 1.62 | 2.58 | 4.38 | 39.1% |
| 2022Q3 | 92 | 66.6 | 1.86 | 0.20 | 0.35 | 1.31 | 1.93 | 100.0% |
| 2022Q2 | 91 | 72.0 | 4.33 | 0.31 | 1.84 | 2.18 | 3.64 | 21.7% |
| 2022Q1 | 90 | 60.0 | 3.31 | 0.35 | 1.23 | 1.73 | 3.38 | 18.1% |
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 |
|---|---|---|---|
| 2024-10-21 | Fine | $16,420 | CMS provider data |
Total fines on record: $16,420
Deficiencies
65B × 2C × 1D × 43E × 14F × 4J × 1
deficiencies by survey year
| Survey | Type | Tag | Deficiency | Scope | Corrected |
|---|---|---|---|---|---|
| 2025-06-02 | 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. | D | 2025-06-30 |
| 2025-06-02 | Health | F0605 | Prevent the use of unnecessary psychotropic medications or use medications that may restrain a resident's ability to function. | D | 2025-06-30 |
| 2025-06-02 | Health | F0609 | Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities. | D | 2025-06-30 |
| 2025-06-02 | Health | F0610 | Respond appropriately to all alleged violations. | D | 2025-06-30 |
| 2025-06-02 | 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 | 2025-06-30 |
| 2025-06-02 | Health | F0689 | Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents. | D | 2025-06-30 |
| 2025-06-02 | Health | F0755 | Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist. | D | 2025-06-30 |
| 2025-06-02 | Health | F0760 | Ensure that residents are free from significant medication errors. | D | 2025-06-30 |
| 2025-06-02 | 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. | E | 2025-06-30 |
| 2025-06-02 | Health | F0803 | Ensure menus must meet the nutritional needs of residents, be prepared in advance, be followed, be updated, be reviewed by dietician, and meet the needs of the resident. | E | 2025-06-30 |
| 2025-06-02 | Health | F0813 | Have a policy regarding use and storage of foods brought to residents by family and other visitors. | D | 2025-06-30 |
| 2025-06-02 | Health | F0880 | Provide and implement an infection prevention and control program. | F | 2025-06-30 |
| 2025-06-02 | Health | F0947 | Ensure nurse aides have the skills they need to care for residents, and give nurse aides education in dementia care and abuse prevention. | E | 2025-06-30 |
| 2024-10-21 | Health · complaint | F0550 | Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights. | D | 2024-11-26 |
| 2024-10-21 | Health · complaint | F0609 | Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities. | D | 2024-11-26 |
| 2024-10-21 | Health · complaint | F0610 | Respond appropriately to all alleged violations. | D | 2024-11-26 |
| 2024-10-21 | Health · complaint | F0658 | Ensure services provided by the nursing facility meet professional standards of quality. | D | 2024-11-26 |
| 2024-10-21 | Health · complaint | F0689 | Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents. | D | 2024-11-26 |
| 2024-10-21 | Health · complaint | F0692 | Provide enough food/fluids to maintain a resident's health. | D | 2024-11-26 |
| 2024-10-21 | Health · complaint | F0697 | Provide safe, appropriate pain management for a resident who requires such services. | D | 2024-11-26 |
| 2024-10-21 | Health · complaint | F0713 | Provide or arrange emergency care by a doctor 24 hours a day. | D | 2024-11-26 |
| 2024-10-21 | Health · complaint | F0715 | Ensure the physician properly assigns and delegates tasks to a qualified dietitian (or other qualified nutrition professional); or to a qualified therapist. | D | 2024-11-26 |
| 2024-10-21 | Health · complaint | F0760 | Ensure that residents are free from significant medication errors. | J | 2024-08-23 |
| 2024-10-21 | Health · complaint | F0835 | Administer the facility in a manner that enables it to use its resources effectively and efficiently. | E | 2024-11-26 |
| 2021-05-13 | Health | F0580 | Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident. | D | 2021-06-24 |
| 2021-05-13 | Health | F0582 | Give residents notice of Medicaid/Medicare coverage and potential liability for services not covered. | D | 2021-06-24 |
| 2021-05-13 | Health | F0583 | Keep residents' personal and medical records private and confidential. | D | 2021-06-24 |
| 2021-05-13 | Health | F0609 | Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities. | D | 2021-06-24 |
| 2021-05-13 | Health | F0610 | Respond appropriately to all alleged violations. | D | 2021-06-24 |
| 2021-05-13 | Health | F0623 | Provide timely notification to the resident, and if applicable to the resident representative and ombudsman, before transfer or discharge, including appeal rights. | B | 2021-06-24 |
| 2021-05-13 | Health | F0624 | Prepare residents for a safe transfer or discharge from the nursing home. | D | 2021-06-24 |
| 2021-05-13 | Health | F0625 | Notify the resident or the resident’s representative in writing how long the nursing home will hold the resident’s bed in cases of transfer to a hospital or therapeutic leave. | B | 2021-06-24 |
| 2021-05-13 | Health | F0641 | Ensure each resident receives an accurate assessment. | E | 2021-06-24 |
| 2021-05-13 | Health | F0656 | Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured. | F | 2021-06-24 |
| 2021-05-13 | 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 | 2021-06-24 |
| 2021-05-13 | Health | F0658 | Ensure services provided by the nursing facility meet professional standards of quality. | E | 2021-06-24 |
| 2021-05-13 | Health | F0679 | Provide activities to meet all resident's needs. | D | 2021-06-24 |
| 2021-05-13 | Health | F0684 | Provide appropriate treatment and care according to orders, resident’s preferences and goals. | E | 2021-06-24 |
| 2021-05-13 | Health | F0686 | Provide appropriate pressure ulcer care and prevent new ulcers from developing. | D | 2021-06-24 |
| 2021-05-13 | Health | F0689 | Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents. | D | 2021-06-24 |
| 2021-05-13 | Health | F0695 | Provide safe and appropriate respiratory care for a resident when needed. | D | 2021-06-24 |
| 2021-05-13 | Health | F0697 | Provide safe, appropriate pain management for a resident who requires such services. | D | 2021-06-24 |
| 2021-05-13 | Health | F0711 | Ensure the resident's doctor reviews the resident's care, writes, signs and dates progress notes and orders, at each required visit. | E | 2021-06-24 |
| 2021-05-13 | 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 | 2021-06-24 |
| 2021-05-13 | Health | F0732 | Post nurse staffing information every day. | C | 2021-06-24 |
| 2021-05-13 | Health | F0757 | Ensure each resident’s drug regimen must be free from unnecessary drugs. | D | 2021-06-24 |
| 2021-05-13 | Health | F0759 | Ensure medication error rates are not 5 percent or greater. | E | 2021-06-24 |
| 2021-05-13 | Health | F0760 | Ensure that residents are free from significant medication errors. | E | 2021-06-24 |
| 2021-05-13 | 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 | 2021-06-24 |
| 2021-05-13 | Health | F0808 | Ensure therapeutic diets are prescribed by the attending physician and may be delegated to a registered or licensed dietitian, to the extent allowed by State law. | D | 2021-06-24 |
| 2021-05-13 | Health | F0812 | Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards. | F | 2021-06-24 |
| 2021-05-13 | Health | F0838 | Conduct and document a facility-wide assessment to determine what resources are necessary to care for residents competently during both day-to-day operations (including nights and weekends) and emergencies. | F | 2021-06-24 |
| 2021-05-13 | Health | F0842 | Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards. | E | 2021-06-24 |
| 2021-05-13 | Health | F0880 | Provide and implement an infection prevention and control program. | E | 2021-06-24 |
| 2021-05-13 | Health | F0886 | Perform COVID19 testing on residents and staff. | E | 2021-06-24 |
| 2018-10-12 | Health | F0550 | Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights. | D | 2018-11-26 |
| 2018-10-12 | Health | F0559 | Honor the resident's right to share a room with spouse or roommate of choice and receive written notice before a change is made. | D | 2018-11-26 |
| 2018-10-12 | Health | F0623 | Provide timely notification to the resident, and if applicable to the resident representative and ombudsman, before transfer or discharge, including appeal rights. | D | 2018-11-26 |
| 2018-10-12 | Health | F0677 | Provide care and assistance to perform activities of daily living for any resident who is unable. | D | 2018-11-26 |
| 2018-10-12 | Health | F0684 | Provide appropriate treatment and care according to orders, resident’s preferences and goals. | D | 2018-11-26 |
| 2018-10-12 | Health | F0692 | Provide enough food/fluids to maintain a resident's health. | D | 2018-11-26 |
| 2018-10-12 | Health | F0755 | Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist. | D | 2018-11-26 |
| 2018-10-12 | Health | F0757 | Ensure each resident’s drug regimen must be free from unnecessary drugs. | D | 2018-11-26 |
| 2018-10-12 | Health | F0880 | Provide and implement an infection prevention and control program. | D | 2018-11-26 |
| 2018-10-12 | Health | F0908 | Keep all essential equipment working safely. | D | 2018-11-26 |
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
27| Owner | Role | Pct | From | Status | Source |
|---|---|---|---|---|---|
| BECKHARDT, CHARLES | CORPORATE DIRECTOR | — | 2016-11-20 | current | pecos_ownership |
| CORDISH, STUART | CORPORATE DIRECTOR | — | 2016-11-20 | current | pecos_ownership |
| HEROLD, JOHN | CORPORATE DIRECTOR | — | 2016-11-20 | current | pecos_ownership |
| HOUCK, TAMMIE | OPERATIONAL/MANAGERIAL CONTROL | — | 2014-04-27 | current | pecos_ownership |
| HOUCK, TAMMIE | W-2 MANAGING EMPLOYEE | — | 2015-04-27 | current | pecos_ownership |
| LEE, CARL | CORPORATE DIRECTOR | — | 2014-07-01 | current | pecos_ownership |
| MARYLAND MASONIC HOMES,LTD | OPERATIONAL/MANAGERIAL CONTROL | — | 2018-07-01 | current | pecos_ownership |
| NAEGELE, RICHARD | CORPORATE OFFICER | — | 2016-11-20 | current | pecos_ownership |
| REYNOLDS, ROBERT | CORPORATE DIRECTOR | — | 2016-11-20 | current | pecos_ownership |
| SANDY, DAVID | CORPORATE DIRECTOR | — | 2014-07-01 | current | pecos_ownership |
| TAYLOR, KENNETH | OPERATIONAL/MANAGERIAL CONTROL | — | 2016-11-20 | current | pecos_ownership |
| VOURVOULAS, KOSTAS | CORPORATE DIRECTOR | — | 2016-11-20 | current | pecos_ownership |
| WARNS, CHARLES | CORPORATE DIRECTOR | — | 2014-07-01 | current | pecos_ownership |
| WATSON, RANDALL | CORPORATE DIRECTOR | — | 2016-11-20 | current | pecos_ownership |
| CARL LEE | CORPORATE DIRECTOR | — | 2014-07-01 | ended 2026-05-18 | pecos_ownership |
| CHARLES BECKHARDT | CORPORATE DIRECTOR | — | 2016-11-20 | ended 2026-05-18 | pecos_ownership |
| CHARLES WARNS | CORPORATE DIRECTOR | — | 2014-07-01 | ended 2026-05-18 | pecos_ownership |
| DAVID SANDY | CORPORATE DIRECTOR | — | 2014-07-01 | ended 2026-05-18 | pecos_ownership |
| JOHN HEROLD | CORPORATE DIRECTOR | — | 2016-11-20 | ended 2026-05-18 | pecos_ownership |
| KENNETH TAYLOR | OPERATIONAL/MANAGERIAL CONTROL | — | 2016-11-20 | ended 2026-05-18 | pecos_ownership |
| KOSTAS VOURVOULAS | OPERATIONAL/MANAGERIAL CONTROL | — | 2016-11-20 | ended 2026-05-18 | pecos_ownership |
| RANDALL WATSON | CORPORATE DIRECTOR | — | 2016-11-20 | ended 2026-05-18 | pecos_ownership |
| RICHARD NAEGELE | CORPORATE OFFICER | — | 2016-11-20 | ended 2026-05-18 | pecos_ownership |
| ROBERT REYNOLDS | CORPORATE DIRECTOR | — | 2016-11-20 | ended 2026-05-18 | pecos_ownership |
| STUART CORDISH | CORPORATE DIRECTOR | — | 2016-11-20 | ended 2026-05-18 | pecos_ownership |
| TAMMIE HOUCK | W-2 MANAGING EMPLOYEE | — | 2015-04-27 | ended 2026-05-18 | pecos_ownership |
| TAMMIE HOUCK | OPERATIONAL/MANAGERIAL CONTROL | — | 2014-04-27 | 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
35| 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 21030 | acs median gross | 0 | $1,431 | 2024-12-31 | CENSUS_ACS5 |
| zcta 21030 | acs median gross | 1 | $1,449 | 2024-12-31 | CENSUS_ACS5 |
| zcta 21030 | acs median gross | 2 | $1,694 | 2024-12-31 | CENSUS_ACS5 |
| zcta 21030 | acs median gross | 3 | $1,842 | 2024-12-31 | CENSUS_ACS5 |
| zcta 21030 | acs median gross | 4 | $2,325 | 2024-12-31 | CENSUS_ACS5 |
| zcta 21030 | acs median gross | $1,647 | 2024-12-31 | CENSUS_ACS5 | |
| zcta 21030 | acs recent mover gross | $1,665 | 2024-12-31 | CENSUS_ACS5 | |
| zip 21030 | payment standard 110 | 0 | $1,584 | 2025-10-01 | HUD_USER_SAFMR |
| zip 21030 | payment standard 90 | 0 | $1,296 | 2025-10-01 | HUD_USER_SAFMR |
| zip 21030 | safmr | 0 | $1,440 | 2025-10-01 | HUD_USER_SAFMR |
| zip 21030 | payment standard 110 | 1 | $1,749 | 2025-10-01 | HUD_USER_SAFMR |
| zip 21030 | payment standard 90 | 1 | $1,431 | 2025-10-01 | HUD_USER_SAFMR |
| zip 21030 | safmr | 1 | $1,590 | 2025-10-01 | HUD_USER_SAFMR |
| zip 21030 | payment standard 110 | 2 | $2,156 | 2025-10-01 | HUD_USER_SAFMR |
| zip 21030 | payment standard 90 | 2 | $1,764 | 2025-10-01 | HUD_USER_SAFMR |
| zip 21030 | safmr | 2 | $1,960 | 2025-10-01 | HUD_USER_SAFMR |
| zip 21030 | payment standard 110 | 3 | $2,739 | 2025-10-01 | HUD_USER_SAFMR |
| zip 21030 | payment standard 90 | 3 | $2,241 | 2025-10-01 | HUD_USER_SAFMR |
| zip 21030 | safmr | 3 | $2,490 | 2025-10-01 | HUD_USER_SAFMR |
| zip 21030 | payment standard 110 | 4 | $3,036 | 2025-10-01 | HUD_USER_SAFMR |
| zip 21030 | payment standard 90 | 4 | $2,484 | 2025-10-01 | HUD_USER_SAFMR |
| zip 21030 | safmr | 4 | $2,760 | 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.