Located in Philadelphia at 34th and Spruce Streets, the Hospital of the University of Pennsylvania (HUP) is the flagship hospital of Penn Medicine. As the oldest university-owned teaching hospital in the country, HUP is world-renowned for clinical and research excellence, dedicated to superior patient care and innovation. Our expert faculty and staff provide personalized treatment to meet individual patient needs, paving the way for a healthier future. We are nationally ranked for excellence in numerous specialties, offering a comprehensive range of programs and services.
| Hospital Name | Hospital of the University of Pennsylvania |
|---|---|
| Facility ID | 390111 |
| Address | 34TH & SPRUCE STS |
|---|---|
| City/Town | Philadelphia |
| State | PA |
| ZIP Code | 19104 |
| County/Parish | PHILADELPHIA |
| Health System | Penn Medicine |
|---|---|
| Health System Website Domain | pennmedicine.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 7 |
|---|---|
| Health System Total Beds | 2718 |
| Health System Hospital Locations | New Jersey and Pennsylvania |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | University of Pennsylvania Health System |
| Emergency Services | Yes |
Appointed CEO of the Hospital of the University of Pennsylvania beginning in April 2017. Prior to this, she was the chief nursing executive of the University of Pennsylvania Health System. She began working at Penn Medicine as an associate chief nursing officer of cancer services at the Abramson Cancer Center nearly six years prior to her CEO appointment and ascended through the center's ranks before assuming her chief nursing executive role in 2013.
NA
Career spent at the Hospital of the University of Pennsylvania (HUP). Career progression included roles as a clinical nurse, nurse manager, associate clinical director, clinical director, associate chief nursing officer, and chief nursing executive within HUP/Penn Medicine. Involved in professional development opportunities at Penn Medicine, serving as charge nurse and leading unit-based projects. Mentored to progress in leadership roles. Leadership style described as a blend between Transformational Leadership and Democratic Leadership, focusing on collaboration, teamwork, and empowering team members.
Held various clinical and administrative nursing positions during her 10-year tenure at the Hospital of the University of Pennsylvania (HUP). Currently an Advanced Senior Lecturer and Program Director for the Nursing and Healthcare Leadership Program, Nursing & Healthcare Administration (NADM), and Health Leadership Graduate Programs (HLMP) at Penn Nursing. Actively engaged in research focused on leadership development within healthcare. Passionate about designing and implementing leadership programs for nursing professionals. Development as a leader influenced by mentorship during graduate and doctoral education at the University of Pennsylvania and her career in healthcare administration.
| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | Yes |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 599 |
|---|
| FTE Employees on Payroll | 9650.31 |
|---|---|
| FTE Interns & Residents | 840.79 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 67584 |
| Inpatient Days (Title XIX) | 6499 |
| Total Inpatient Days | 288120 |
| Bed Count | 1051 |
| Available Bed Days | 381094 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 8221 |
| Discharges (Title XIX) | 860 |
| Total Discharges | 41921 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 52206 |
| Inpatient Days (Title XIX; Adults & Peds) | 4730 |
| Total Inpatient Days (Adults & Peds) | 227117 |
| Bed Count (Adults & Peds) | 828 |
| Available Bed Days (Adults & Peds) | 297989 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 8221 |
| Discharges (Title XIX; Adults & Peds) | 860 |
| Total Discharges (Adults & Peds) | 41921 |
| Care Quality Stengths | Overall patient satisfaction is overall very high. Patients report that nurse communication is excellent. 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 failure so that patients don't have to come back to the hospital. Hospital does not do a good job of treating conditions like pneumonia 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 | 85% |
|---|
| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | |
|---|---|
| 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 | Better Than National Average |
| Mortality Group – Death Rate for Pneumonia Patients | Better 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 | Better 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 | Better Than National Average |
| Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 270 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 7.4 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 36 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 42.8 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.4 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 11.4 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 3.8 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 0.8 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13 |
| Readmission Score Rate of Readmission for CABG | 10.8 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 17.7 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 19 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.5 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.7 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Average Days 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 | More Days Than Average 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 | Better 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 | Number of Cases Too Small |
| 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) | 1.109 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 1.013 |
| SSI SIR (Standardized Infection Ratio) | 1.329 |
| CDI SIR (Standardized Infection Ratio) | 0.383 |
| MRSA SIR (Standardized Infection Ratio) | 0.693 |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $25,830 |
|---|---|
| Bad Debt Expense | $23,790 |
| Uncompensated Care Cost | $29,993 |
| Total Uncompensated Care | $99,373 |
| Total Salaries | $914,492 |
|---|---|
| Overhead Expenses (Non-Salary) | $2,895,872 |
| Depreciation Expense | $166,683 |
| Total Operating Costs | $2,719,923 |
| Inpatient Charges | $9,008,984 |
|---|---|
| Outpatient Charges | $10,226,019 |
| Total Patient Charges | $19,235,003 |
| Core Wage Costs | $240,096 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $1,035,719 |
| Contract Labor (Patient Care) | $39,356 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) | $12,312 |
| Cash & Bank Balances | $1,171,469 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $411,578 |
| Allowance for Doubtful Accounts | |
| Inventory | |
| Prepaid Expenses | |
| Other Current Assets | $147,591 |
| Total Current Assets | $1,767,655 |
| Land Value | $14,238 |
|---|---|
| Land Improvements Value | $4,956 |
| Building Value | $3,568,774 |
| Leasehold Improvements | $6,789 |
| Fixed Equipment Value | $355,907 |
| Major Movable Equipment | $687,086 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $2,859,232 |
| Long-Term Investments | $923,502 |
|---|---|
| Other Assets | $58,128 |
| Total Other Assets | $981,630 |
| Total Assets | $5,608,517 |
| Accounts Payable | $108 |
|---|---|
| Salaries & Wages Payable | $201,866 |
| Payroll Taxes Payable | |
| Short-Term Debt | $33,413 |
| Deferred Revenue | |
| Other Current Liabilities | $14,780 |
| Total Current Liabilities | $250,168 |
| Mortgage Debt | $1,197,707 |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $59,564 |
| Total Long-Term Liabilities | $1,257,271 |
| Total Liabilities | $1,507,438 |
| General Fund Balance | $4,101,079 |
|---|---|
| Total Fund Balances | $4,101,079 |
| Total Liabilities & Equity | $5,608,517 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $40,748 |
| DRG (Post-Oct 1) | $126,606 |
| Outlier Payments | |
| DSH Adjustment | $7,640 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $109,933 |
| Total IME Payments | $58,003 |
| Inpatient Revenue | $9,123,436 |
|---|---|
| Outpatient Revenue | $10,315,023 |
| Total Patient Revenue | $19,438,458 |
| Contractual Allowances & Discounts | $16,074,194 |
| Net Patient Revenue | $3,364,264 |
| Total Operating Expenses | $3,793,213 |
| Net Service Income | $-428,948 |
| Other Income | $673,392 |
| Total Income | $244,444 |
| Other Expenses | |
| Net Income | $244,444 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $288,354 |
| Medicaid Charges | $2,933,132 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |