• CMS rates this facility 2/5 stars (below average)
• Has 288 certified beds with an average of 270.7 residents per day (94% occupancy)
• Last health inspection found 38 deficiencies (inspected May 15, 2025)
• Has been fined a total of $27,885 across 1 fine(s)
• Total nursing staff: 4.61 hours per resident per day
• Staff turnover rate: 20.1%
• Part of the Volare Health chain (16 facilities)
Hale Nani Rehabilitation and Nursing Center is a 2-star Medicare and Medicaid certified nursing home in Honolulu, Hawaii with 288 certified beds. It has been operating since 1974. The facility scored below average compared to Hawaii facilities.
Provide enough nursing staff every day to meet the needs of every resident; and have a licensed nurse in charge on each shift.
Post nurse staffing information every day.
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.
Give residents notice of Medicaid/Medicare coverage and potential liability for services not covered.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
Respond appropriately to all alleged violations.
Provide medically-related social services to help each resident achieve the highest possible quality of life.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
Hire a qualified full-time social worker in a facility with more than 120 beds.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
Allow resident to participate in the development and implementation of his or her person-centered plan of care.
Allow residents to self-administer drugs if determined clinically appropriate.
Reasonably accommodate the needs and preferences of each resident.
Honor the resident's right to and the facility must promote and facilitate resident self-determination through support of resident choice.
Properly hold, secure, and manage each resident's personal money which is deposited with the nursing home.
Keep residents' personal and medical records private and confidential.
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.
Provide the required documentation or notification related to the resident's needs, appeal rights, or bed-hold policies.
Ensure each resident receives an accurate assessment.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Develop the complete care plan within 7 days of the comprehensive assessment; and prepared, reviewed, and revised by a team of health professionals.
Ensure residents do not lose the ability to perform activities of daily living unless there is a medical reason.
Provide appropriate care for a resident to maintain and/or improve range of motion (ROM), limited ROM and/or mobility, unless a decline is for a medical reason.
Ensure that a nursing home area is free from accident hazards and provides adequate supervision to prevent accidents.
Provide safe, appropriate pain management for a resident who requires such services.
Provide safe, appropriate dialysis care/services for a resident who requires such services.
Provide care or services that was trauma informed and/or culturally competent.
Ensure each resident must receive and the facility must provide necessary behavioral health care and services.
Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
+ 62 more deficiencies
Staffing hours per resident per day. The black line shows the national average.
Quality measures as percentages of residents. Lower is better for all measures.
| Name | Role | Type | Ownership % | Since |
|---|---|---|---|---|
| PAC 12 OPCO HOLDCO LLC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 100% | Mar 1, 2023 |
| KNOX HEALTHCARE PAC 12 HOLDINGS LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Mar 1, 2023 |
| PAC 12 HOLDINGS LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Mar 1, 2023 |
| PAC 12 PINNACLE HOLDCO LLC | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Organization | N/A | Mar 1, 2023 |
| HAGAR, CHAIM | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | N/A | Mar 1, 2023 |
| HAGLER, ALEXANDER | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | N/A | Mar 1, 2023 |
| KNOX, DONALD | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | N/A | Mar 1, 2023 |
| SCHWARTZ, ELIEZER | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | N/A | Mar 1, 2023 |
| VOLARE HEALTH LLC | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Mar 1, 2023 |
| BLANCHETTE, PATRICIA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 1, 2023 |
| KNOX, DONALD | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 1, 2023 |
| SCHWARTZ, ELIEZER | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 1, 2023 |
| YOUNG, REBECCA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 8, 2024 |
| KNOX, DONALD | CORPORATE OFFICER | Individual | N/A | Mar 1, 2023 |
| SMITH, BRIAN | CORPORATE OFFICER | Individual | N/A | Mar 27, 2023 |
| HALE NANI PROPCO LLC | 5% OR GREATER MORTGAGE INTEREST | Organization | N/A | Mar 1, 2023 |
This chain operates 16 facilities. View all →