Penn Medicine Princeton Medical Center

Penn Medicine Princeton Medical Center, located at 1-5 Plainsboro Road in Plainsboro, NJ, is a 355-bed non-profit, tertiary academic medical center and teaching hospital. As part of the renowned Penn Medicine Health System, we combine the quality care of an academic hospital with compassionate, patient-centered service. Nationally recognized, we have received awards such as America's 250 Best Hospitals Award™ and the Patient Safety Excellence Award™. We offer advanced technologies, diagnostic services, and a wide range of services, including specialized newborn and neonatal intensive care in partnership with Children's Hospital of Philadelphia (CHOP).

Identifiers

Hospital Name Penn Medicine Princeton Medical Center
Facility ID 310010

Location

Address ONE-FIVE PLAINSBORO ROAD
City/Town Plainsboro
State NJ
ZIP Code 8536
County/Parish MIDDLESEX

Health System

Health System Penn Medicine
Health System Website Domain pennmedicine.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 7
Health System Total Beds 2718
Health System Hospital Locations New Jersey and Pennsylvania

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Private
Ownership Details University of Pennsylvania Health System
Emergency Services Yes

James G. Demetriades

CEO

New CEO of Penn Medicine Princeton Health as of March 1, 2021. [7, 8, 13] Has worked for Penn Medicine Princeton Health for 17 years and previously served as senior vice president and chief operating officer. [8, 13] Led the process to become part of the University of Pennsylvania Health System and has operational responsibility for various clinical and non-clinical areas. [13] Also provides leadership for emergency management. [13] Believes his operational background is ideal for steering the organization. [7]

Guilherme Valladares

Sr VP Of Finance & Chief Financial Officer

Also listed as Assistant Treasurer for the Princeton Medical Center Foundation Board of Directors. [12]

Craig Gronczewski

Chief Medical Officer

Hyona Revere

SVP of Development

Also listed as Assistant Secretary for the Princeton Medical Center Foundation Board of Directors. [12]

Marguerite Pedley

SVP for Medical Affairs

Paul Ortiz

VP of Business & Development

Yisrael Kraus

VP of Physician Alignment

Sang H. (Jonathan) Woo, MD, FACP

Chair, Department of Medicine

Has more than a decade of experience in leadership positions at Stanford Hospital, Thomas Jefferson University Hospital, and the NorthShore University HealthSystem. [6] Most recently served as Division Head of Hospital Medicine at NorthShore, managing inpatient services of four hospitals. [6] Double board certified in internal medicine and nephrology and has been a hospitalist since 2003. [6]

Residency Programs

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

Capacity & Services

Licensed Beds 375

Staffing & Personnel

FTE Employees on Payroll 1932.67
FTE Interns & Residents 36.09

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 24816
Inpatient Days (Title XIX) 1388
Total Inpatient Days 62464
Bed Count 206
Available Bed Days 75190
Discharges (Title V) NA
Discharges (Title XVIII) 4694
Discharges (Title XIX) 305
Total Discharges 15477

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 19639
Inpatient Days (Title XIX; Adults & Peds) 800
Total Inpatient Days (Adults & Peds) 49087
Bed Count (Adults & Peds) 168
Available Bed Days (Adults & Peds) 61320
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 4694
Discharges (Title XIX; Adults & Peds) 305
Total Discharges (Adults & Peds) 15477

Quality Summary

Care Quality Stengths Average overall patient satisfaction. Hospital does an exceptional 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. Hospital does not do a good job of treating conditions like heart failure so that patients don't have to come back to the hospital.

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 74%

Mortality Group Indicators

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
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 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 & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 199

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients 33.9
Readmission Score Hospital Return Days for Heart Failure Patients 34.1
Readmission Score Hospital Return Days for Pneumonia Patients 17.6
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 13.2
Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy 10.9
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy 5.3
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 0.4
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 14.7
Readmission Score Rate of Readmission for CABG Not Available
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 19.8
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 21.5
Readmission Score Rate of Readmission After Hip/Knee Replacement 5.8
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 15.5
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 16.1
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 More 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 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 Not Available
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

Infection SIRs

CLABSI SIR (Standardized Infection Ratio) 0.107
CAUTI SIR (Standardized Infection Ratio) 0.275
SSI SIR (Standardized Infection Ratio) 0.623
CDI SIR (Standardized Infection Ratio) 0.491
MRSA SIR (Standardized Infection Ratio) 0.591

Fiscal Period

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

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $12,434
Bad Debt Expense $18,227
Uncompensated Care Cost $15,690
Total Uncompensated Care $25,643

Operating Expenses ($ thousands)

Total Salaries $194,431
Overhead Expenses (Non-Salary) $390,643
Depreciation Expense $30,487
Total Operating Costs $481,286

Charges ($ thousands)

Inpatient Charges $1,147,791
Outpatient Charges $1,657,591
Total Patient Charges $2,805,382

Wage-Related Details ($ thousands)

Core Wage Costs $59,018
Wage Costs (RHC/FQHC)
Adjusted Salaries $194,431
Contract Labor (Patient Care) $25,404
Wage Costs (Part A Teaching) $67
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $26,230
Short-Term Investments
Notes Receivable
Accounts Receivable $66,977
Allowance for Doubtful Accounts
Inventory
Prepaid Expenses
Other Current Assets $19,004
Total Current Assets $112,212

Balance Sheet – Fixed Assets ($ thousands)

Land Value $41,323
Land Improvements Value $28,494
Building Value $544,775
Leasehold Improvements $23,208
Fixed Equipment Value $107,822
Major Movable Equipment $73,931
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $353,565

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $315,548
Other Assets $46,868
Total Other Assets $362,416
Total Assets $828,193

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $13,347
Salaries & Wages Payable $42,048
Payroll Taxes Payable
Short-Term Debt $6,458
Deferred Revenue
Other Current Liabilities
Total Current Liabilities $61,853

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt $247,933
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $26,789
Total Long-Term Liabilities $274,721
Total Liabilities $336,574

Balance Sheet – Equity ($ thousands)

General Fund Balance $491,619
Total Fund Balances $491,619
Total Liabilities & Equity $828,193

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $12,720
DRG (Post-Oct 1) $39,246
Outlier Payments
DSH Adjustment
Eligible DSH %
Simulated MC Payments $22,581
Total IME Payments $4,741

Revenue & Income Statement ($ thousands)

Inpatient Revenue $1,147,050
Outpatient Revenue $1,809,209
Total Patient Revenue $2,956,260
Contractual Allowances & Discounts $2,368,444
Net Patient Revenue $587,816
Total Operating Expenses $621,383
Net Service Income $-33,567
Other Income $22,485
Total Income $-11,082
Other Expenses
Net Income $-11,082

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $28,594
Medicaid Charges $240,163
Net CHIP Revenue
CHIP Charges

EHR Information

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

ERP Information

ERP Workday
ERP Version NA
EHR is Changing No