Located in the heart of Honolulu at 1301 Punchbowl Street, The Queen's Medical Center is Hawai'i's largest private, non-profit hospital and the leading medical referral center in the Pacific Basin. Founded in 1859 by Queen Emma and King Kamehameha IV, we are dedicated to providing quality healthcare services for Native Hawaiians and all the people of Hawai'i. As the state's only Level I Trauma Center and Comprehensive Stroke Center, we offer a wide range of specialized services, including cancer care, heart disease treatment, neuroscience, and women's health. With a legacy of compassionate care and a focus on innovation, The Queen's Medical Center is your lifetime partner in health.
| Hospital Name | The Queen's Medical Center |
|---|---|
| Facility ID | 120001 |
| Address | 1301 PUNCHBOWL ST |
|---|---|
| City/Town | Honolulu |
| State | HI |
| ZIP Code | 96813 |
| County/Parish | HONOLULU |
| Health System | The Queen's Health Systems |
|---|---|
| Health System Website Domain | queens.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 5 |
|---|---|
| Health System Total Beds | 772 |
| Health System Hospital Locations | Hawaii |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | The Queen's Health Systems |
| Emergency Services | Yes |
Joined The Queen's Health Systems (QHS) in 2015. Previously Executive Vice President and Chief Operating Officer at QHS. He has over fifteen years of executive leadership experience in both for-profit and non-profit healthcare sectors. His background includes hospital and health system management; ambulatory service and clinical program development; quality and service improvement; managing tertiary/quaternary services in a teaching hospital environment; clinical integration and physician network development. Received his Bachelor of Science from Northern Arizona University and his Master of Business Administration from the University of Massachusetts Amherst.
Joined QHS in 2016. Previously served as Vice President of Patient Care at QHS. She oversees the daily operations of Queen's flagship Manamana hospital campus and continues to lead the patient flow department including the innovative Aukahi Center and Queen's Care Coordination efforts. Wroe earned her Bachelor of Science in Nursing from Laurentian University in Ontario, Canada, and her Executive Master of Business Administration from the University of Ottawa in Ontario, Canada. She also serves on the Board of Directors at Navian Hawaii.
Previously served as Vice President of Operations and Associate Chief Nursing Officer at The Queen’s Medical Center – West Oahu. She began her career at The Queen’s Medical Center-Manamana in 2006. She was the project leader to transform the former site of Hawaii Medical Center West into Queen’s – West O’ahu, overseeing the $150 million renovation project. Kalohelani earned her Bachelor of Science in Nursing from Hawaii Pacific University, in Honolulu, Hawaii, and her Masters of Science in Nursing, Healthcare Education from the University of Phoenix in Honolulu, Hawaii. She also serves on the Board of Trustees for Saint Andrew’s Schools.
| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | Yes |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 585 |
|---|
| FTE Employees on Payroll | 4562.91 |
|---|---|
| FTE Interns & Residents | 101.03 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 39875 |
| Inpatient Days (Title XIX) | 1234 |
| Total Inpatient Days | 219023 |
| Bed Count | 674 |
| Available Bed Days | 246010 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 5830 |
| Discharges (Title XIX) | 228 |
| Total Discharges | 31309 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 36935 |
| Inpatient Days (Title XIX; Adults & Peds) | 1137 |
| Total Inpatient Days (Adults & Peds) | 200797 |
| Bed Count (Adults & Peds) | 616 |
| Available Bed Days (Adults & Peds) | 224840 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 5830 |
| Discharges (Title XIX; Adults & Peds) | 228 |
| Total Discharges (Adults & Peds) | 31309 |
| Care Quality Stengths | High overall patient satisfaction. Hospital does a good job at treating conditions like heart failure so that patients don't have to come back to the hospital. Hospital does an above-average job of ensuring patients at the hospital do not get infections. |
|---|---|
| Care Quality Concerns | Hospital has an long ER wait time. It takes on average over 3 hours for patients to be seen and treated Hospital does not do a good job of treating conditions like heart attacks so that patients don't have to come back to the hospital. |
| 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 |
| Percent of Patients Who Definitely Recommend the Hospital | 74% |
|---|
| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | No Different Than National Average |
|---|---|
| Mortality Group – Death Rate for Heart Attack Patients | No Different Than National Average |
| Mortality Group – Death Rate for CABG Surgery Patients | No Different Than National Average |
| Mortality Group – Death Rate for COPD Patients | No Different Than National Average |
| 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 | Better Than National Average |
| Mortality Group – Pressure Ulcer Rate | Worse Than National Average |
| Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications | No Different Than National Average |
| 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 | No Different Than National Average |
| Mortality Group – Postoperative Acute Kidney Injury Requiring Dialysis Rate | No Different Than National Average |
| Mortality Group – Postoperative Respiratory Failure Rate | No Different Than National Average |
| Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate | No Different Than National Average |
| Mortality Group – Postoperative Sepsis Rate | No Different Than National Average |
| Mortality Group – Postoperative Wound Dehiscence Rate | No Different Than National Average |
| Mortality Group – Abdominopelvic Accidental Puncture or Laceration Rate | No Different Than National Average |
| Mortality Group – CMS Medicare PSI 90: Patient Safety and Adverse Events Composite | No Different Than National Average |
| Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 202 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 20.4 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -16.9 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 5.7 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.7 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 13.3 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 6.2 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 1 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 14.6 |
| Readmission Score Rate of Readmission for CABG | 10.8 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 18.2 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 17.5 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 5.6 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.1 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 17.4 |
| Readmission Group Hospital Return Days for Heart Attack Patients | More Days Than Average per 100 Discharges |
| Readmission Group Hospital Return Days for Heart Failure Patients | Fewer Days Than Average per 100 Discharges |
| 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) | No Different Than the National Rate |
| Readmission Group Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | Worse Than the National Rate |
| Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | No Different Than the National Rate |
| Readmission Group Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | No Different than expected |
| Readmission Group Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | No Different Than the National Rate |
| Readmission Group Rate of Readmission for CABG | No Different Than the National Rate |
| Readmission Group Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | No Different Than the National Rate |
| Readmission Group Heart Failure (HF) 30-Day Readmission Rate | No Different Than the National Rate |
| Readmission Group Rate of Readmission After Hip/Knee Replacement | No Different Than the National Rate |
| 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 |
| CLABSI SIR (Standardized Infection Ratio) | 0.788 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.643 |
| SSI SIR (Standardized Infection Ratio) | 1.351 |
| CDI SIR (Standardized Infection Ratio) | 0.482 |
| MRSA SIR (Standardized Infection Ratio) | 0.552 |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $3,787 |
|---|---|
| Bad Debt Expense | $6,258 |
| Uncompensated Care Cost | $5,357 |
| Total Uncompensated Care | $5,357 |
| Total Salaries | $507,745 |
|---|---|
| Overhead Expenses (Non-Salary) | $903,375 |
| Depreciation Expense | $27,969 |
| Total Operating Costs | $1,143,366 |
| Inpatient Charges | $2,919,731 |
|---|---|
| Outpatient Charges | $1,881,203 |
| Total Patient Charges | $4,800,934 |
| Core Wage Costs | $109,015 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $507,745 |
| Contract Labor (Patient Care) | |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $24,330 |
|---|---|
| Short-Term Investments | $1,018,720 |
| Notes Receivable | |
| Accounts Receivable | $660,919 |
| Allowance for Doubtful Accounts | $-473,910 |
| Inventory | $18,723 |
| Prepaid Expenses | $14,350 |
| Other Current Assets | |
| Total Current Assets | $2,102,906 |
| Land Value | $50,683 |
|---|---|
| Land Improvements Value | $17,297 |
| Building Value | $344,441 |
| Leasehold Improvements | $421,825 |
| Fixed Equipment Value | $16,407 |
| Major Movable Equipment | $311,538 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $425,508 |
| Long-Term Investments | |
|---|---|
| Other Assets | $210,871 |
| Total Other Assets | $210,871 |
| Total Assets | $2,739,285 |
| Accounts Payable | $45,887 |
|---|---|
| Salaries & Wages Payable | $50,759 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $738,758 |
| Total Current Liabilities | $835,404 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $130,665 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $269,479 |
| Total Long-Term Liabilities | $400,144 |
| Total Liabilities | $1,235,548 |
| General Fund Balance | $1,503,737 |
|---|---|
| Total Fund Balances | $1,503,737 |
| Total Liabilities & Equity | $2,739,285 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $24,880 |
| DRG (Post-Oct 1) | $79,046 |
| Outlier Payments | |
| DSH Adjustment | $4,742 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $154,986 |
| Total IME Payments | $8,084 |
| Inpatient Revenue | $2,934,982 |
|---|---|
| Outpatient Revenue | $1,965,184 |
| Total Patient Revenue | $4,900,166 |
| Contractual Allowances & Discounts | $3,475,251 |
| Net Patient Revenue | $1,424,915 |
| Total Operating Expenses | $1,411,120 |
| Net Service Income | $13,794 |
| Other Income | $165,507 |
| Total Income | $179,302 |
| Other Expenses | |
| Net Income | $179,302 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $181,861 |
| Medicaid Charges | $1,011,156 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Oracle |
|---|---|
| ERP Version | Peoplesoft/EBS |
| EHR is Changing | No |