The Queen's Medical Center – Wahiawā

The Queen's Medical Center – Wahiawā, located at 128 Lehua Street in Wahiawā, HI, is dedicated to serving the Wahiawā, Central Oʻahu, and North Shore communities. As part of The Queen's Health Systems, we are committed to improving the health and well-being of Native Hawaiians and all the people of Hawai'i. Formerly known as Wahiawā General Hospital, we provide emergency care, imaging, and lab services, supported by a broad network of over 700 physicians and specialists through Queen's University Medical Group (QUMG). Our expanded clinical services and resources ensure access to high-quality, compassionate care close to home. We are dedicated to keeping Hawai'i healthy and its 'ohana strong.

Identifiers

Hospital Name The Queen's Medical Center – Wahiawā
Facility ID 120004

Location

Address 128 LEHUA STREET
City/Town Wahiawa
State HI
ZIP Code 96786
County/Parish HONOLULU

Health System

Health System The Queen's Health Systems
Health System Website Domain queens.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 5
Health System Total Beds 772
Health System Hospital Locations Hawaii

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Private
Ownership Details The Queen's Health Systems
Emergency Services Yes

Robin Kalohelani

Chief Operating Officer, The Queen's Medical Center – Wahiawā and The Queen's Medical Center – West O'ahu and Senior Vice President, The Queen's Health Systems

Robin Kalohelani, RN, MSN/Ed, CCM, FACHE, is the Chief Operating Officer of The Queen's Medical Center – West Oʻahu (QMC West) and The Queen's Medical Center – Wahiawā (QMC Wahiawā), and a Senior Vice President at The Queen's Health Systems. [13] Kalohelani oversees the daily operations of both QMC West and QMC Wahiawā. [13] She began her career at The Queen's Medical Center – Manamana (Punchbowl) in 2006 as a case manager for community health. [13] In 2013, she became the project leader to transform the former site of Hawaiʻi Medical Center West into QMC West. [13] She oversaw the $150 million renovation project. [13] Kalohelani has held several key leadership roles focusing on strategic planning and business management. [13] Previously, as Vice President of Operations and Associate Chief Nursing Officer, she spearheaded a $15 million Same Day Surgery addition to the QMC West campus. [13] From 2021 to 2023, as Administrator of Patient Care/Associate Chief Nurse, she increased patient revenue and expanded bed capacity and clinic services. [13] Earlier roles included Administrator/Director of Care Transitions and Clinical Services (2018 to 2021), where she launched new outpatient services, and Continuing Care and Resource Manager (2014 to 2018), where she improved patient flow and operational efficiency. [13]

Residency Programs

Allopathic Residency Program No
Dental Residency Program No
Osteopathic Residency Program No
Other Residency Programs Yes
Pediatric Residency Program No

Capacity & Services

Licensed Beds 53

Staffing & Personnel

FTE Employees on Payroll 204.43
FTE Interns & Residents 0.57

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 1091
Inpatient Days (Title XIX) NA
Total Inpatient Days 6625
Bed Count 19
Available Bed Days 7035
Discharges (Title V) NA
Discharges (Title XVIII) 194
Discharges (Title XIX) NA
Total Discharges 745

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 827
Inpatient Days (Title XIX; Adults & Peds) NA
Total Inpatient Days (Adults & Peds) 6263
Bed Count (Adults & Peds) 16
Available Bed Days (Adults & Peds) 5840
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 194
Discharges (Title XIX; Adults & Peds) NA
Total Discharges (Adults & Peds) 745

Quality Summary

Care Quality Stengths The hospital is average in every measured mortality rate Hospital has a low ER wait and treatment time of less than 2 hours
Care Quality Concerns Hospital struggles with high infection rates

Hospital Overall Rating

Patient Experience Star Ratings

Nurse Communication – Star Rating
Doctor Communication – Star Rating
Staff Responsiveness – Star Rating
Communication About Medicines – Star Rating
Discharge Information – Star Rating
Care Transition – Star Rating
Cleanliness – Star Rating
Quietness – Star Rating
Overall Hospital Rating – Star Rating
Recommend Hospital – Star Rating

Recommendation Percentage

Percent of Patients Who Definitely Recommend the Hospital 50%

Mortality Group Indicators

Mortality Group – Rate of Complications for Hip/Knee Replacement Patients
Mortality Group – Death Rate for Heart Attack Patients
Mortality Group – Death Rate for CABG Surgery Patients
Mortality Group – Death Rate for COPD Patients
Mortality Group – Death Rate for Heart Failure Patients No Different Than National Average
Mortality Group – Death Rate for Pneumonia Patients No Different Than National Average
Mortality Group – Death Rate for Stroke Patients
Mortality Group – Pressure Ulcer Rate No Different Than National Average
Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications
Mortality Group – Iatrogenic Pneumothorax Rate No Different Than National Average
Mortality Group – In-Hospital Fall with Hip Fracture Rate
Mortality Group – Postoperative Hemorrhage or Hematoma Rate
Mortality Group – Postoperative Acute Kidney Injury Requiring Dialysis Rate
Mortality Group – Postoperative Respiratory Failure Rate
Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate
Mortality Group – Postoperative Sepsis Rate
Mortality Group – Postoperative Wound Dehiscence Rate
Mortality Group – Abdominopelvic Accidental Puncture or Laceration Rate
Mortality Group – CMS Medicare PSI 90: Patient Safety and Adverse Events Composite

Timely & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 84

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients Not Available
Readmission Score Hospital Return Days for Heart Failure Patients Not Available
Readmission Score Hospital Return Days for Pneumonia Patients 8.9
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) Not Available
Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy Not Available
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy Not Available
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery Not Available
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate Not Available
Readmission Score Rate of Readmission for CABG Not Available
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients Not Available
Readmission Score Heart Failure (HF) 30-Day Readmission Rate Not Available
Readmission Score Rate of Readmission After Hip/Knee Replacement Not Available
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 13.8
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 15.5
Readmission Group Hospital Return Days for Heart Attack Patients Number of Cases Too Small
Readmission Group Hospital Return Days for Heart Failure Patients Number of Cases Too Small
Readmission Group Hospital Return Days for Pneumonia Patients Average Days per 100 Discharges
Readmission Group Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) Not Available
Readmission Group Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy Not Available
Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy Not Available
Readmission Group Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery Not Available
Readmission Group Acute Myocardial Infarction (AMI) 30-Day Readmission Rate Number of Cases Too Small
Readmission Group Rate of Readmission for CABG Not Available
Readmission Group Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients Number of Cases Too Small
Readmission Group Heart Failure (HF) 30-Day Readmission Rate Number of Cases Too Small
Readmission Group Rate of Readmission After Hip/Knee Replacement Not Available
Readmission Group Rate of Readmission After Discharge From Hospital (Hospital-Wide) No Different Than the National Rate
Readmission Group Pneumonia (PN) 30-Day Readmission Rate No Different Than the National Rate

Infection SIRs

CLABSI SIR (Standardized Infection Ratio) N/A
CAUTI SIR (Standardized Infection Ratio) 2.333
SSI SIR (Standardized Infection Ratio) N/A
CDI SIR (Standardized Infection Ratio) 0.000
MRSA SIR (Standardized Infection Ratio) N/A

Fiscal Period

Fiscal Year Begin Jul 01, 2022
Fiscal Year End Jun 30, 2023

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $250
Bad Debt Expense $532
Uncompensated Care Cost $460
Total Uncompensated Care $3,490

Operating Expenses ($ thousands)

Total Salaries $15,995
Overhead Expenses (Non-Salary) $22,390
Depreciation Expense $1,144
Total Operating Costs $34,523

Charges ($ thousands)

Inpatient Charges $28,953
Outpatient Charges $58,254
Total Patient Charges $87,207

Wage-Related Details ($ thousands)

Core Wage Costs $4,252
Wage Costs (RHC/FQHC)
Adjusted Salaries $15,995
Contract Labor (Patient Care) $2,486
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $1,318
Short-Term Investments
Notes Receivable
Accounts Receivable $18,247
Allowance for Doubtful Accounts $-15,354
Inventory $249
Prepaid Expenses $329
Other Current Assets
Total Current Assets $8,410

Balance Sheet – Fixed Assets ($ thousands)

Land Value $1,358
Land Improvements Value
Building Value $22,048
Leasehold Improvements $751
Fixed Equipment Value $6,857
Major Movable Equipment $16,893
Minor Depreciable Equipment
Health IT Assets $740
Total Fixed Assets $12,448

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $2
Total Other Assets $2
Total Assets $20,860

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $8,162
Salaries & Wages Payable $1,275
Payroll Taxes Payable $2,606
Short-Term Debt
Deferred Revenue
Other Current Liabilities $9,273
Total Current Liabilities $23,601

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt $130
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $2,152
Total Long-Term Liabilities $2,282
Total Liabilities $25,883

Balance Sheet – Equity ($ thousands)

General Fund Balance $-10,534
Total Fund Balances $-5,023
Total Liabilities & Equity $20,860

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $454
DRG (Post-Oct 1) $1,766
Outlier Payments
DSH Adjustment $24
Eligible DSH % $0
Simulated MC Payments $3,137
Total IME Payments $24

Revenue & Income Statement ($ thousands)

Inpatient Revenue $28,986
Outpatient Revenue $58,221
Total Patient Revenue $87,207
Contractual Allowances & Discounts $62,983
Net Patient Revenue $24,224
Total Operating Expenses $38,385
Net Service Income $-14,161
Other Income $12,320
Total Income $-1,841
Other Expenses
Net Income $-1,841

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $5,019
Medicaid Charges $20,333
Net CHIP Revenue
CHIP Charges

EHR Information

EHR Epic
EHR Version EpicCare Inpatient (not Community Connect)
EHR is Changing No

ERP Information

ERP Oracle
ERP Version Unknown
EHR is Changing NA