Temple University Hospital, located at 3401 North Broad Street in Philadelphia, PA, is a nationally respected academic medical center that offers advanced care and the latest technology. As the primary teaching hospital of the Lewis Katz School of Medicine at Temple University, we are dedicated to educating the next generation of healthcare professionals while providing top-tier medical services to the Philadelphia community. With specialized expertise in areas such as pulmonology, cardiovascular care, and transplant services, patients come from across the country to access our skilled staff. Temple University Hospital is committed to delivering high-quality healthcare in both community and academic settings.
| Hospital Name | Temple University Hospital |
|---|---|
| Facility ID | 390027 |
| Address | 3401 NORTH BROAD STREET |
|---|---|
| City/Town | Philadelphia |
| State | PA |
| ZIP Code | 19140 |
| County/Parish | PHILADELPHIA |
| Health System | Temple Health |
|---|---|
| Health System Website Domain | templehealth.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 2 |
|---|---|
| Health System Total Beds | 724 |
| Health System Hospital Locations | Pennsylvania |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Temple University Health System |
| Emergency Services | Yes |
Abhinav Rastogi is the President and CEO of Temple University Hospital Inc., which is the chief clinical training site for Temple University's Lewis Katz School of Medicine. [8] He also serves as Executive Vice President of Temple University Health System. [8] He has over 22 years of experience in business transformation and creating profitable service delivery programs. [8] Rastogi has been with Temple for 19 years, holding positions such as director of the Project Management Office, Associate Hospital Director of the Pulmonary Service Line, and Senior Vice President of Professional Services. [3, 9] Before his time at Temple, he worked as a pharmaco-economic data analyst at Temple University's School of Pharmacy, a consultant for IBM, and a project team leader at Tata Infotech. [3, 9, 10] He earned his MBA/MIS degree from Temple University's Fox School of Business and Management and holds a bachelor of engineering degree from Mumbai University. [8, 9, 10] He assumed the role of President and CEO of Temple University Hospital on January 1, 2022. [3, 9, 10] He is a Lean Six Sigma Black Belt and has a certificate in IS/IT Project Management. [9, 10] Rastogi focuses on the operational effectiveness and financial health of Temple University Hospital's Main, Jeanes, Episcopal, and Northeastern campuses. [9] He is dedicated to Temple's mission and its service to the North Philadelphia community. [7]
Dr. Benjamin Slovis is the Chief Medical Information Officer at Temple University Hospital. [5, 11] He is an Emergency Medicine Physician with an interest in applying Informatics and Health Information Technology Innovations to improve the quality of care. [19] His education includes an MD from Robert Wood Johnson Medical School, and he completed a Fellowship in Informatics and a Residency in Emergency Medicine at Icahn School of Medicine at Mount Sinai. [11] He also holds an MA in Biomedical Informatics from Columbia University. [18] Dr. Slovis has held leadership positions within the Informatics Section of the American College of Emergency Physicians. [18]
| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | Yes |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | Yes |
| Licensed Beds | 590 |
|---|
| FTE Employees on Payroll | 5530.36 |
|---|---|
| FTE Interns & Residents | 570.49 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 32902 |
| Inpatient Days (Title XIX) | 10800 |
| Total Inpatient Days | 197361 |
| Bed Count | 761 |
| Available Bed Days | 276305 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 5094 |
| Discharges (Title XIX) | 2127 |
| Total Discharges | 30602 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 27492 |
| Inpatient Days (Title XIX; Adults & Peds) | 10800 |
| Total Inpatient Days (Adults & Peds) | 155442 |
| Bed Count (Adults & Peds) | 616 |
| Available Bed Days (Adults & Peds) | 224840 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 5094 |
| Discharges (Title XIX; Adults & Peds) | 2127 |
| Total Discharges (Adults & Peds) | 30602 |
| Care Quality Stengths | The hospital is average in every measured mortality rate Hospital does an exceptional job of ensuring patients at the hospital do not get infections |
|---|---|
| Care Quality Concerns | Low overall patient satisfaction. Patients report that the care team can be slow at times in meeting their needs. Hospital has an long ER wait time. It takes on average over 3 hours for patients to be seen and treated |
| 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 | 63% |
|---|
| 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 | No Different Than National Average |
| Mortality Group – Pressure Ulcer Rate | No Different 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) | 220 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 25.7 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 8.2 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 0.2 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 11.6 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 11 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 4.7 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 0.7 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.4 |
| Readmission Score Rate of Readmission for CABG | 9.8 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 21.3 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 20.9 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 3.9 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 16 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.8 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Average Days per 100 Discharges |
| Readmission Group Hospital Return Days for Heart Failure Patients | Average Days 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 | No Different 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 | Better 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) | Worse Than the National Rate |
| Readmission Group Pneumonia (PN) 30-Day Readmission Rate | No Different Than the National Rate |
| CLABSI SIR (Standardized Infection Ratio) | 0.821 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.493 |
| SSI SIR (Standardized Infection Ratio) | 0.493 |
| CDI SIR (Standardized Infection Ratio) | 0.500 |
| MRSA SIR (Standardized Infection Ratio) | 0.988 |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $8,410 |
|---|---|
| Bad Debt Expense | $27,981 |
| Uncompensated Care Cost | $11,437 |
| Total Uncompensated Care | $11,437 |
| Total Salaries | $555,463 |
|---|---|
| Overhead Expenses (Non-Salary) | $1,414,518 |
| Depreciation Expense | $53,960 |
| Total Operating Costs | $1,431,540 |
| Inpatient Charges | $7,213,740 |
|---|---|
| Outpatient Charges | $7,669,434 |
| Total Patient Charges | $14,883,175 |
| Core Wage Costs | $141,250 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $618,433 |
| Contract Labor (Patient Care) | $30,911 |
| Wage Costs (Part A Teaching) | $7,963 |
| Wage Costs (Interns & Residents) | $12,832 |
| Cash & Bank Balances | $33,470 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $1,689,538 |
| Allowance for Doubtful Accounts | $-1,430,688 |
| Inventory | $39,582 |
| Prepaid Expenses | $4,626 |
| Other Current Assets | $571,518 |
| Total Current Assets | $981,508 |
| Land Value | $6,200 |
|---|---|
| Land Improvements Value | $2,689 |
| Building Value | $436,610 |
| Leasehold Improvements | $16,063 |
| Fixed Equipment Value | $115,145 |
| Major Movable Equipment | $282,408 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $228,946 |
| Long-Term Investments | |
|---|---|
| Other Assets | $236,443 |
| Total Other Assets | $236,443 |
| Total Assets | $1,446,897 |
| Accounts Payable | $48,898 |
|---|---|
| Salaries & Wages Payable | $51,327 |
| Payroll Taxes Payable | $2,502 |
| Short-Term Debt | $3,375 |
| Deferred Revenue | $6,312 |
| Other Current Liabilities | $146,074 |
| Total Current Liabilities | $258,488 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $414,183 |
| Total Long-Term Liabilities | $414,183 |
| Total Liabilities | $672,671 |
| General Fund Balance | $703,233 |
|---|---|
| Total Fund Balances | $774,226 |
| Total Liabilities & Equity | $1,446,897 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $18,896 |
| DRG (Post-Oct 1) | $61,416 |
| Outlier Payments | |
| DSH Adjustment | $8,792 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $89,726 |
| Total IME Payments | $25,671 |
| Inpatient Revenue | $7,213,740 |
|---|---|
| Outpatient Revenue | $7,669,434 |
| Total Patient Revenue | $14,883,175 |
| Contractual Allowances & Discounts | $12,897,568 |
| Net Patient Revenue | $1,985,607 |
| Total Operating Expenses | $1,969,981 |
| Net Service Income | $15,626 |
| Other Income | $75,562 |
| Total Income | $91,189 |
| Other Expenses | |
| Net Income | $91,189 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $360,980 |
| Medicaid Charges | $5,318,111 |
| 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 |