CMS data snapshot: July 2026
Facility results compared with averages for CMS-certified nursing homes in Hawaii. Ratings, staffing and turnover measure different parts of care and should be reviewed together.
Comparisons use the matching CMS state averages without a proprietary combined score. Review the comparison methodology.
A side-by-side view of the two CMS inspection cycles included in the current dataset.
Citation counts alone do not show severity. Review the inspection details below for scope, severity and correction status.
Cost data: Genworth/CareScout Cost of Care Survey (2024). Demographics: U.S. Census Bureau ACS (2022).
Swipe tabs for staffing, quality and ownership.
The Care Center of Honolulu is a 2-star Medicare and Medicaid certified nursing home in Honolulu, Hawaii with 182 certified beds. It has been operating since 1969. Its overall CMS rating is 2 out of 5.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
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.
Ensure each resident receives and the facility provides food that accommodates resident allergies, intolerances, and preferences, as well as appealing options.
Honor the resident's right to a dignified existence, self-determination, communication, and to exercise his or her rights.
Timely report suspected abuse, neglect, or theft and report the results of the investigation to proper authorities.
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.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Honor the resident's right to voice grievances without discrimination or reprisal and the facility must establish a grievance policy and make prompt efforts to resolve grievances.
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.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
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.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Provide appropriate pressure ulcer care and prevent new ulcers from developing.
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 nurses and nurse aides have the appropriate competencies to care for every resident in a way that maximizes each resident's well being.
Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
+ 26 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 |
|---|---|---|---|---|
| PARK MARINO CONVALESCENT CENTER, INC. | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 100% | Mar 31, 2008 |
| DARLEY, SUZANNE | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 27% | Feb 2, 2012 |
| EBER, JEANNE | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 14% | Nov 11, 1998 |
| RODGERS, MARCIA | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 27% | Jun 20, 2012 |
| SCHERMAN, DAVID | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 8% | Dec 23, 2024 |
| CASPARIS, LAUREN | INDIRECT OWNERSHIP INTEREST | Individual | N/A | May 6, 2011 |
| ALBERS, DENNIS | CORPORATE DIRECTOR | Individual | N/A | Sep 26, 1995 |
| CASPARIS, LAUREN | CORPORATE DIRECTOR | Individual | N/A | Sep 22, 2016 |
| DARLEY, SUZANNE | CORPORATE DIRECTOR | Individual | N/A | Sep 22, 2022 |
| EBER, JEANNE | CORPORATE DIRECTOR | Individual | N/A | Nov 11, 1998 |
| FENDEL, CRAIG | CORPORATE DIRECTOR | Individual | N/A | Sep 21, 2017 |
| GEORGE, DENNIS | CORPORATE DIRECTOR | Individual | N/A | Sep 9, 2015 |
| POWERS, CAMMIE | CORPORATE DIRECTOR | Individual | N/A | Sep 22, 2011 |
| RABIN, KATHERINE | CORPORATE DIRECTOR | Individual | N/A | Sep 21, 2017 |
| RODGERS, MARCIA | CORPORATE DIRECTOR | Individual | N/A | Jun 17, 2021 |
| GEORGE, DENNIS | CORPORATE OFFICER | Individual | N/A | Sep 9, 2014 |
| KHALIFA, MOHAMMED | CORPORATE OFFICER | Individual | N/A | Mar 16, 2021 |
| REDWOOD HOSPITAL MANAGEMENT, INC. | OPERATIONAL/MANAGERIAL CONTROL | Organization | N/A | Mar 1, 1999 |
| RESIWAIN, MARLEN | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Sep 1, 2021 |
| YAZAWA, KIYOTAKA | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Mar 1, 2020 |
| RESIWAIN, MARLEN | ADP OF THE SNF | Individual | N/A | Apr 10, 2025 |
| YAZAWA, KIYOTAKA | ADP OF THE SNF | Individual | N/A | Mar 1, 2020 |
Compare CMS ratings and recorded fines for The Care Center of Honolulu and nearby alternatives.
Distance is approximate. Ratings and enforcement data use the current CMS snapshot; recorded fines are not a complete measure of care quality. How nearby facilities are selected.