• CMS rates this facility 3/5 stars (average)
• Has 182 certified beds with an average of 171.1 residents per day (94% occupancy)
• Last health inspection found 6 deficiencies (inspected Nov 19, 2025)
• Has been fined a total of $8,018 across 1 fine(s)
• Total nursing staff: 4.58 hours per resident per day
• Staff turnover rate: 38.5%
The Care Center of Honolulu is a 3-star Medicare and Medicaid certified nursing home in Honolulu, Hawaii with 182 certified beds. It has been operating since 1969. The facility scored at average compared to Hawaii facilities.
Provide and implement an infection prevention and control program.
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.
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.
Provide appropriate treatment and care according to orders, resident’s preferences and goals.
Provide enough food/fluids to maintain a resident's health.
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.
Provide or obtain dental services for each resident.
Ensure each resident receives and the facility provides food that accommodates resident allergies, intolerances, and preferences, as well as appealing options.
Provide and implement an infection prevention and control program.
Reasonably accommodate the needs and preferences of each resident.
Safeguard resident-identifiable information and/or maintain medical records on each resident that are in accordance with accepted professional standards.
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.
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.
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.
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.
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.
Post nurse staffing information every day.
Provide pharmaceutical services to meet the needs of each resident and employ or obtain the services of a licensed pharmacist.
Ensure a licensed pharmacist perform a monthly drug regimen review, including the medical chart, following irregularity reporting guidelines in developed policies and procedures.
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.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
+ 23 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 |
| 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 |
| 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 |