Composite
98.1 / 100 percentile
Screener / 675212
F
The Homestead of Denison
snfTX
1101 Reba McEntire Ln, Denison, TX 75020 · CCN 675212 · chain FANNIN COUNTY HOSPITAL AUTHORITY
Peer group
snf n = 14,684
Evidence depth
deep
Certified beds
0
Model
v1.2
Reads as: riskier than 98.1% of the 14,684 facilities in the snf peer group. percentile within peer group, 100 = highest risk. Grade bands are fixed percentile cuts (F is the top 5% of peer risk), so a grade is a position, not an absolute level.
Score model8ML signals25Components20CHOW radar1Distress radar1Staffing16Penalties2Deficiencies29Licensure0Ownership34Related party3Transactions1Comps12Market rent36
Composite explanation
8| Component | Percentile | Raw | Weight | Weight share | Contribution | Counts |
|---|---|---|---|---|---|---|
| billing conduct | 98.8 | 73.9 | 0.30 | 0.1714 | 16.94 | in index |
| financial risk | 97.5 | 89.6 | 0.30 | 0.1714 | 16.71 | in index |
| regulatory risk | 81.6 | 78.5 | 0.30 | 0.1714 | 13.99 | in index |
| staffing risk | 63.5 | 63.5 | 0.25 | 0.1429 | 9.07 | in index |
| lease risk | 96.3 | 81.9 | 0.15 | 0.0857 | 8.25 | in index |
| state reg risk | 40.2 | 9.0 | 0.30 | 0.1714 | 6.89 | in index |
| chow risk | 56.8 | 56.8 | 0.15 | 0.0857 | 4.87 | in index |
| ownership opacity | 82.0 | 75.2 | excluded |
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
25| Kind | Finding | Signal | Subject | First seen |
|---|---|---|---|---|
| connection | Owner fleet risk far above national | +31.4 vs natl | INNOVATIVE NURSE CONSULTING LLC | 19 facilities |
| connection | Owner fleet risk far above national | +27.5 vs natl | STEVEN BOULWARE FAMILY INVESTMENTS LLC | 14 facilities |
| connection | Owner fleet risk far above national | +26.4 vs natl | BRIDGEPOINTE FINANICAL SERVICES LLC | 22 facilities |
| connection | Owner fleet risk far above national | +25.8 vs natl | BAUDER WILLIAM | 37 facilities |
| connection | Owner fleet risk far above national | +23.7 vs natl | BAUDER MADISON | 22 facilities |
| connection | Owner fleet risk far above national | +23.1 vs natl | BAUDER PARKER | 22 facilities |
| connection | Owner fleet risk far above national | +23.1 vs natl | BAUDER KELLY | 22 facilities |
| connection | Owner fleet risk far above national | +22.4 vs natl | SANDERSON CLARK | 58 facilities |
| connection | Owner fleet risk far above national | +21.5 vs natl | FANNIN COUNTY HOSPITAL AUTHORITY | 54 facilities |
| connection | Owner fleet risk far above national | +21.5 vs natl | BOULWARE SANDRA | 18 facilities |
| connection | Owner fleet risk far above national | +21.2 vs natl | BOULWARE ST JAMES LLC | 20 facilities |
| connection | Owner fleet risk far above national | +21.0 vs natl | BOULWARE THOMAS | 24 facilities |
| connection | Owner fleet risk far above national | +21.0 vs natl | WALKER KATIE | 24 facilities |
| connection | Owner fleet risk far above national | +20.7 vs natl | BAUDER FAMILY INVESTMENTS LLC | 20 facilities |
| connection | Owner spans multiple chains | 10 chains | BAUDER WILLIAM | 35 facilities |
| connection | Owner spans multiple chains | 9 chains | BOULWARE STEVEN | 40 facilities |
| connection | Owner spans multiple chains | 8 chains | PRIORITY MANAGEMENT GROUP LLC | 36 facilities |
| connection | Buyer assembling a chain (5+ takeovers/24mo) | 8 facilities | FANNIN COUNTY HOSPITAL AUTHORITY | 8 facilities |
| connection | Owner spans multiple chains | 7 chains | BAUDER KELLY | 21 facilities |
| connection | Owner spans multiple chains | 7 chains | BAUDER MADISON | 21 facilities |
| connection | Owner spans multiple chains | 7 chains | BAUDER PARKER | 21 facilities |
| connection | Owner spans multiple chains | 7 chains | WALKER KATIE | 23 facilities |
| connection | Owner spans multiple chains | 7 chains | BOULWARE THOMAS | 23 facilities |
| connection | Owner spans multiple chains | 7 chains | BOULWARE DOUGLAS | 38 facilities |
| connection | Owner spans multiple chains | 6 chains | BRIDGEPOINTE FINANICAL SERVICES LLC | 21 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
20| Score type | Score | Grade | Model | Status | Registry model notes |
|---|---|---|---|---|---|
| billing conduct | 73.9 | D | 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 | 51.2 | C | v0.1-txhhsc | default · in composite | Texas licence reissue timing as an ownership-transfer proxy. |
| chow risk | 93.6 | F | v0.6 | default · in composite | |
| financial risk | 89.6 | F | v0.5 | default · in composite | R18. |
| lease risk | 81.9 | F | v0.5 | default · in composite | |
| ownership opacity | 75.1 | D | v0.1-txhhsc | default · in composite | Texas HHSC directory ownership structure: chain size, absentee owner, management company, entity form, owner closure history. |
| 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 | 78.5 | D | v0.3 | default · in composite | Deficiency-based, SNF population. Runs alongside v0.5-pos. |
| staffing risk | 63.5 | C | v0.3 | default · in composite | Cost-report staffing, SNF population. Runs alongside v0.4-pos, which covers ICF/IID from POS. |
| state reg risk | 9.0 | A | v0.5 | default · in composite | |
| financial risk | 65.7 | D | 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 | 45.7 | C | 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 | 75.3 | 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 | 88.0 | 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 | 78.4 | 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 | 78.4 | 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 | 63.5 | C | 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 | 63.5 | C | 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
19.6
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) | 2.32 | -1.62 | |
| Ownership changes, last 5 years | 1.00 | -0.87 | |
| For-profit ownership | 1.00 | +0.69 | |
| Occupancy | 0.50 | +0.58 | |
| Chain size (log) | 4.01 | +0.45 | |
| No PBJ staffing report | 0.00 | +0.42 | |
| Facility size (log beds) | 4.95 | -0.09 |
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
38.3
100 = most likely to lose certification
Holdout AUC
0.971
top decile caught 95% of actual exits
| Driver | Value | Pull on odds | |
|---|---|---|---|
| Chain size (log) | 4.01 | -1.13 | |
| Occupancy | 0.50 | +1.06 | |
| For-profit ownership | 1.00 | -0.69 | |
| No PBJ staffing report | 0.00 | +0.39 | |
| Deficiencies, last 12 months | 6.00 | +0.32 | |
| Never sold on record | 0.00 | -0.28 | |
| Current owner tenure (years) | 2.32 | -0.26 | |
| Ownership changes, last 5 years | 1.00 | +0.23 |
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 | TX median | National median | National p25–p75 |
|---|---|---|---|---|
| Total nurse | 3.08 | 2.67 | 3.28 | 2.90–3.77 |
| RN | 0.18 | 0.24 | 0.39 | 0.25–0.58 |
| Weekend total | 2.90 | 2.56 | 3.11 | — |
| Weekday total | 3.16 | 2.72 | 3.35 | — |
| Quarter | Days | Avg census | Total HPRD | RN | LPN | CNA | Weekend | Contract % |
|---|---|---|---|---|---|---|---|---|
| 2025Q4 | 92 | 69.6 | 3.08 | 0.18 | 1.08 | 1.82 | 2.90 | 11.9% |
| 2025Q3 | 92 | 71.1 | 2.92 | 0.08 | 0.88 | 1.95 | 2.79 | 15.3% |
| 2025Q2 | 91 | 63.9 | 2.88 | 0.15 | 0.86 | 1.88 | 2.74 | 15.6% |
| 2025Q1 | 90 | 63.1 | 2.82 | 0.17 | 0.80 | 1.85 | 2.74 | 16.3% |
| 2024Q4 | 92 | 60.8 | 2.85 | 0.08 | 0.94 | 1.82 | 2.70 | 12.0% |
| 2024Q3 | 92 | 58.8 | 2.47 | 0.13 | 0.81 | 1.54 | 2.21 | 0.0% |
| 2024Q2 | 91 | 73.8 | 2.48 | 0.09 | 0.84 | 1.55 | 2.31 | 0.0% |
| 2024Q1 | 91 | 78.3 | 3.30 | 0.08 | 1.20 | 2.02 | 3.28 | 6.5% |
| 2023Q4 | 92 | 74.4 | 3.55 | 0.04 | 1.36 | 2.15 | 3.36 | 21.9% |
| 2023Q3 | 92 | 74.8 | 2.81 | 0.03 | 1.12 | 1.67 | 2.31 | 35.9% |
| 2023Q2 | 91 | 79.5 | 3.56 | 0.07 | 1.20 | 2.29 | 3.44 | 0.0% |
| 2023Q1 | 90 | 86.0 | 3.53 | 0.08 | 1.16 | 2.29 | 3.66 | 0.0% |
| 2022Q4 | 92 | 90.3 | 3.75 | 0.08 | 1.47 | 2.21 | 3.79 | 0.0% |
| 2022Q3 | 92 | 87.8 | 3.93 | 0.06 | 1.53 | 2.34 | 4.07 | 0.0% |
| 2022Q2 | 91 | 73.5 | 4.11 | 0.08 | 1.51 | 2.51 | 3.98 | 0.0% |
| 2022Q1 | 90 | 71.1 | 3.48 | 0.00 | 1.53 | 1.95 | 3.42 | 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
2fines by year
| Date | Type | Fine | Source |
|---|---|---|---|
| 2025-07-16 | Fine | $14,271 | CMS provider data |
| 2023-11-10 | Fine | $15,720 | CMS provider data |
Total fines on record: $29,991
Deficiencies
29D × 15E × 10F × 2J × 1K × 1
deficiencies by survey year
| Survey | Type | Tag | Deficiency | Scope | Corrected |
|---|---|---|---|---|---|
| 2026-03-26 | Health | F0656 | Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured. | E | 2026-03-27 |
| 2026-03-26 | Health | F0677 | Provide care and assistance to perform activities of daily living for any resident who is unable. | D | 2026-03-27 |
| 2026-03-26 | Health | F0695 | Provide safe and appropriate respiratory care for a resident when needed. | E | 2026-03-27 |
| 2026-03-26 | 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 | 2026-03-27 |
| 2026-03-26 | Health | F0812 | Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards. | E | 2026-03-27 |
| 2026-03-26 | Health | F0880 | Provide and implement an infection prevention and control program. | D | 2026-03-27 |
| 2025-07-16 | Health · complaint | F0600 | Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody. | J | — |
| 2025-01-03 | Health | F0677 | Provide care and assistance to perform activities of daily living for any resident who is unable. | E | 2025-01-04 |
| 2025-01-03 | Health | F0755 | Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist. | E | 2025-01-04 |
| 2025-01-03 | Health | F0770 | Provide timely, quality laboratory services/tests to meet the needs of residents. | D | 2025-01-04 |
| 2025-01-03 | Health | F0812 | Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards. | F | 2025-01-04 |
| 2025-01-03 | Health · complaint | F0842 | Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards. | D | 2024-05-27 |
| 2025-01-03 | Health | F0867 | Set up an ongoing quality assessment and assurance group to review quality deficiencies and develop corrective plans of action. | D | 2025-01-04 |
| 2025-01-03 | Health | F0880 | Provide and implement an infection prevention and control program. | D | 2025-01-04 |
| 2024-11-06 | Health · complaint | F0880 | Provide and implement an infection prevention and control program. | E | 2024-11-22 |
| 2024-01-04 | Health · complaint | F0607 | Develop and implement policies and procedures to prevent abuse, neglect, and theft. | D | 2024-01-19 |
| 2024-01-04 | Health · complaint | F0609 | Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities. | D | 2024-01-19 |
| 2024-01-04 | Health · complaint | F0635 | Provide doctor's orders for the resident's immediate care at the time the resident was admitted. | D | 2024-01-19 |
| 2023-11-10 | Health · complaint | F0689 | Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents. | K | 2023-07-26 |
| 2023-11-10 | 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 | 2023-11-11 |
| 2023-11-10 | 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 | 2023-11-14 |
| 2023-11-10 | Health · complaint | F0805 | Ensure each resident receives and the facility provides food prepared in a form designed to meet individual needs. | D | 2023-11-14 |
| 2023-11-10 | Health | F0812 | Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards. | E | 2023-11-14 |
| 2023-11-10 | Health · complaint | F0919 | Make sure that a working call system is available in each resident's bathroom and bathing area. | D | 2023-11-11 |
| 2023-11-10 | Health | F0921 | Make sure that the nursing home area is safe, easy to use, clean and comfortable for residents, staff and the public. | E | 2023-11-14 |
| 2023-11-10 | Health | F0925 | Make sure there is a pest control program to prevent/deal with mice, insects, or other pests. | E | 2023-11-14 |
| 2023-10-14 | Health · complaint | F0550 | Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights. | D | 2023-10-15 |
| 2023-07-13 | Health · complaint | F0656 | Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured. | D | 2023-08-01 |
| 2023-07-13 | Health · complaint | F0690 | Provide appropriate care for residents who are continent or incontinent of bowel/bladder, appropriate catheter care, and appropriate care to prevent urinary tract infections. | D | 2023-08-01 |
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
34| Owner | Role | Pct | From | Status | Source |
|---|---|---|---|---|---|
| FANNIN COUNTY HOSPITAL AUTHORITY | 5% OR GREATER DIRECT OWNERSHIP INTEREST | 100% | 2024-04-01 | current | pecos_ownership |
| BAUDER FAMILY INVESTMENTS, LLC | ADP OF THE SNF | — | 2024-04-01 | current | pecos_ownership |
| BAUDER, KELLY | ADP OF THE SNF | — | 2024-04-01 | current | pecos_ownership |
| BAUDER, MADISON | ADP OF THE SNF | — | 2024-04-01 | current | pecos_ownership |
| BAUDER, PARKER | ADP OF THE SNF | — | 2024-04-01 | current | pecos_ownership |
| BAUDER, WILLIAM | OPERATIONAL/MANAGERIAL CONTROL | — | 2024-04-01 | current | pecos_ownership |
| BOULWARE ST JAMES LLC | 5% OR GREATER MORTGAGE INTEREST | — | 2024-04-01 | current | pecos_ownership |
| BOULWARE, DOUGLAS | INDIVIDUAL IS AN OWNER, PARTNER OR TRUSTEE OF ANY ADP OF THE SNF | — | 2025-04-30 | current | pecos_ownership |
| BOULWARE, SANDRA | INDIVIDUAL IS AN OWNER, PARTNER OR TRUSTEE OF ANY ADP OF THE SNF | — | 2025-04-30 | current | pecos_ownership |
| BOULWARE, STEVEN | OPERATIONAL/MANAGERIAL CONTROL | — | 2024-04-01 | current | pecos_ownership |
| BOULWARE, THOMAS | ADP OF THE SNF | — | 2024-04-01 | current | pecos_ownership |
| BRIDGEPOINTE FINANICAL SERVICES, LLC | ADP OF THE SNF | — | 2024-04-01 | current | pecos_ownership |
| FANNIN COUNTY HOSPITAL AUTHORITY | — | — | 2024-04-01 | current | tx_hhsc_directory |
| INNOVATIVE NURSE CONSULTING, LLC | TRUSTEE OF THE SNF | — | 2024-04-01 | current | pecos_ownership |
| LANGE, TYLER | OPERATIONAL/MANAGERIAL CONTROL | — | 2024-04-01 | current | pecos_ownership |
| PMG OPCO DENISON LLC | — | — | 2024-04-01 | current | tx_hhsc_directory |
| PMG OPCO-DENISON, LLC | OPERATIONAL/MANAGERIAL CONTROL | — | 2024-04-01 | current | pecos_ownership |
| PMG REALCO-DENISON LLC | ADP OF THE SNF | — | 2024-04-01 | current | pecos_ownership |
| PRIORITY MANAGEMENT GROUP, LLC | TRUSTEE OF THE SNF | — | 2024-04-01 | current | pecos_ownership |
| PROGRESSIVE REHAB SOLUTIONS, LLC | ADP OF THE SNF | — | 2024-04-01 | current | pecos_ownership |
| SANDERSON, CLARK | CORPORATE DIRECTOR | — | 2024-04-01 | current | pecos_ownership |
| STEVEN BOULWARE FAMILY INVESTMENTS LLC | ADP OF THE SNF | — | 2025-04-01 | current | pecos_ownership |
| TORRES RAMOS, RANDOLPH | ADP OF THE SNF | — | 2024-04-01 | current | pecos_ownership |
| WALKER, KATIE | ADP OF THE SNF | — | 2024-04-01 | current | pecos_ownership |
| WILLIAM BAUDER | OPERATIONAL/MANAGERIAL CONTROL | 0% | 2024-04-01 | ended 2026-05-18 | pecos_ownership |
| CLARK SANDERSON | CORPORATE DIRECTOR | — | 2024-04-01 | ended 2026-05-18 | pecos_ownership |
| KATIE WALKER | ADP OF THE SNF | — | 2024-04-01 | ended 2026-05-18 | pecos_ownership |
| KELLY BAUDER | ADP OF THE SNF | — | 2024-04-01 | ended 2026-05-18 | pecos_ownership |
| MADISON BAUDER | ADP OF THE SNF | — | 2024-04-01 | ended 2026-05-18 | pecos_ownership |
| PARKER BAUDER | ADP OF THE SNF | — | 2024-04-01 | ended 2026-05-18 | pecos_ownership |
| RANDOLPH TORRES RAMOS | ADP OF THE SNF | — | 2024-04-01 | ended 2026-05-18 | pecos_ownership |
| STEVEN BOULWARE | ADP OF THE SNF | — | 2024-04-01 | ended 2026-05-18 | pecos_ownership |
| THOMAS BOULWARE | ADP OF THE SNF | — | 2024-04-01 | ended 2026-05-18 | pecos_ownership |
| TYLER LANGE | ADP OF THE SNF | — | 2024-04-01 | ended 2026-05-18 | pecos_ownership |
PECOS ownership and managing-control associations. Current edges have no end date in the source; historical edges are retained.
Transactions
1| Close date | Price | Buyer | Seller | Evidence |
|---|---|---|---|---|
| 2024-04-01 | — | FANNIN COUNTY HOSPITAL AUTHORITY | PM MANAGEMENT - DENISON NC LLC | chow |
Comparable trades — TX snf
12| Close | Facility | Price | $/bed | Cap rate | Beds | Buyer |
|---|---|---|---|---|---|---|
| 2025-10-01 | ST. ANTHONY'S CARE CENTER | — | — | — | 120 | SOUTH LIMESTONE HOSPITAL DISTRICT |
| 2025-10-01 | Avir at New Braunfels | — | — | — | 154 | 821 US HIGHWAY 81 W OPCO LLC |
| 2025-09-01 | Avir at Texarkana | — | — | — | 110 | GUADALUPE COUNTY HOSPITAL BOARD |
| 2025-09-01 | PARKS HEALTH CENTER | — | — | — | 90 | WEST COKE COUNTY HOSPITAL DISTRICT |
| 2025-09-01 | WINDMILL VILLAGE REHABILITATION & CARE CENTER | — | — | — | 120 | FANNIN COUNTY HOSPITAL AUTHORITY |
| 2025-08-31 | Las Ventanas De Socorro | — | — | — | 126 | SOCORRO HEALTH CARE LLC |
| 2025-08-01 | Avir at Mineola | — | — | — | 115 | HOPKINS COUNTY HOSPITAL DISTRICT |
| 2025-08-01 | Avir at Orem | — | — | — | 120 | 3730 W OREM DR OPCO LLC |
| 2025-08-01 | Avir at Courtyard | — | — | — | 120 | 7499 STANWICK DR OPCO LLC |
| 2025-08-01 | HILLSIDE MEDICAL LODGE | — | — | — | 128 | CORYELL COUNTY MEMORIAL HOSPITAL AUTHORITY |
| 2025-08-01 | Avir at Pasadena | — | — | — | 131 | 4300 VISTA RD OPCO LLC |
| 2025-07-01 | Highland Meadows | — | — | — | 120 | NOCONA HOSPITAL DISTRICT |
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
36| Geo | Kind | BR | Amount | As of | Source |
|---|---|---|---|---|---|
| county 48181 | acs median gross | 0 | $892 | 2024-12-31 | CENSUS_ACS5 |
| county 48181 | fmr | 0 | $1,088 | 2025-10-01 | HUD_USER_FMR |
| county 48181 | acs median gross | 1 | $1,025 | 2024-12-31 | CENSUS_ACS5 |
| county 48181 | fmr | 1 | $1,089 | 2025-10-01 | HUD_USER_FMR |
| county 48181 | acs median gross | 2 | $1,247 | 2024-12-31 | CENSUS_ACS5 |
| county 48181 | fmr | 2 | $1,351 | 2025-10-01 | HUD_USER_FMR |
| county 48181 | acs median gross | 3 | $1,685 | 2024-12-31 | CENSUS_ACS5 |
| county 48181 | fmr | 3 | $1,879 | 2025-10-01 | HUD_USER_FMR |
| county 48181 | acs median gross | 4 | $1,856 | 2024-12-31 | CENSUS_ACS5 |
| county 48181 | fmr | 4 | $2,157 | 2025-10-01 | HUD_USER_FMR |
| county 48181 | acs median gross | 5 | $2,580 | 2024-12-31 | CENSUS_ACS5 |
| county 48181 | acs median gross | $1,310 | 2024-12-31 | CENSUS_ACS5 | |
| county 48181 | acs recent mover gross | $1,485 | 2024-12-31 | CENSUS_ACS5 | |
| zcta 75020 | acs median gross | 0 | $808 | 2024-12-31 | CENSUS_ACS5 |
| zcta 75020 | acs median gross | 1 | $980 | 2024-12-31 | CENSUS_ACS5 |
| zcta 75020 | acs median gross | 2 | $1,308 | 2024-12-31 | CENSUS_ACS5 |
| zcta 75020 | acs median gross | 3 | $1,652 | 2024-12-31 | CENSUS_ACS5 |
| zcta 75020 | acs median gross | 4 | $1,402 | 2024-12-31 | CENSUS_ACS5 |
| zcta 75020 | acs median gross | 5 | $2,655 | 2024-12-31 | CENSUS_ACS5 |
| zcta 75020 | acs median gross | $1,287 | 2024-12-31 | CENSUS_ACS5 | |
| zcta 75020 | acs recent mover gross | $1,655 | 2024-12-31 | CENSUS_ACS5 | |
| zip 75020 | payment standard 110 | 0 | $1,155 | 2025-10-01 | HUD_USER_SAFMR |
| zip 75020 | payment standard 90 | 0 | $945 | 2025-10-01 | HUD_USER_SAFMR |
| zip 75020 | safmr | 0 | $1,050 | 2025-10-01 | HUD_USER_SAFMR |
| zip 75020 | payment standard 110 | 1 | $1,155 | 2025-10-01 | HUD_USER_SAFMR |
| zip 75020 | payment standard 90 | 1 | $945 | 2025-10-01 | HUD_USER_SAFMR |
| zip 75020 | safmr | 1 | $1,050 | 2025-10-01 | HUD_USER_SAFMR |
| zip 75020 | payment standard 110 | 2 | $1,430 | 2025-10-01 | HUD_USER_SAFMR |
| zip 75020 | payment standard 90 | 2 | $1,170 | 2025-10-01 | HUD_USER_SAFMR |
| zip 75020 | safmr | 2 | $1,300 | 2025-10-01 | HUD_USER_SAFMR |
| zip 75020 | payment standard 110 | 3 | $1,991 | 2025-10-01 | HUD_USER_SAFMR |
| zip 75020 | payment standard 90 | 3 | $1,629 | 2025-10-01 | HUD_USER_SAFMR |
| zip 75020 | safmr | 3 | $1,810 | 2025-10-01 | HUD_USER_SAFMR |
| zip 75020 | payment standard 110 | 4 | $2,288 | 2025-10-01 | HUD_USER_SAFMR |
| zip 75020 | payment standard 90 | 4 | $1,872 | 2025-10-01 | HUD_USER_SAFMR |
| zip 75020 | safmr | 4 | $2,080 | 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.