Stony Brook University Hospital

Stony Brook University Hospital, located in Stony Brook, NY, is Long Island's premier academic medical center, providing advanced and comprehensive care to the region. As a nationally ranked, 624-bed non-profit hospital, we are home to the Stony Brook Heart Institute, Cancer Center, Children's Hospital, and Neurosciences Institute. We are also Suffolk County's only Level 1 Trauma Center, offering pioneering treatments and specialized care with a patient-centered approach. Discover exceptional healthcare, innovative research, and a commitment to our community at Stony Brook University Hospital. We have been named one of America's 100 Best Hospitals by Healthgrades each year since 2019.

Identifiers

Hospital Name Stony Brook University Hospital
Facility ID 330393

Location

Address HEALTH SCIENCES CENTER SUNY
City/Town Stony Brook
State NY
ZIP Code 11794
County/Parish SUFFOLK

Health System

Health System Independent
Health System Website Domain stonybrookmedicine.edu
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 1
Health System Total Beds 728
Health System Hospital Locations New York

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Government - State
Ownership Details Stony Brook Medicine
Emergency Services Yes

Carol A. Gomes

Chief Executive Officer and Chief Operating Officer

Over 35 years of experience, played a pivotal role in elevating Stony Brook University Hospital. [4, 9] Formerly Chief Quality Officer with administrative oversight for the departments of Continuous Quality Improvement, Decision Support Services, Clinical Pathways and Management Engineering. [9] She was also the Associate Director for Quality Management and Associate Director for Neurosciences. [9] Earned two master's degrees from Stony Brook University: Management and Policy from the Harriman School of Management and Policy and Healthcare Management and Administration from the School of Allied Health Professions. [9] Has served on the Malcolm Baldrige Quality Program's Board of Examiners since 1999, most recently as Senior Examiner and Alumni Examiner. [9] Teaches for the School of Health Professions. [9] Holds certifications as a Fellow in the American College of Healthcare Executives, Certified Practitioner of Healthcare from the National Association for Healthcare Quality and numerous certifications in laboratory sciences and management from the American Society for Clinical Pathology. [9] Recipient of numerous leadership awards including the HLNY Healthcare Executive of the year “Award of Distinction,” Long Island Business News Healthcare Heroes Award in Achievements in Healthcare, the Master Award and the Excellence in Management Award from the American Society of Clinical Pathology, and The Distinguished Alumna Award from Stony Brook University. [9] Has served on the Stony Brook University Alumni Association Board, holding all of the executive-level positions, including President. [9] Currently serves as Vice Chair of the Vizient Senior Operations Officer Network Steering Committee and serves as a board member on numerous boards associated with healthcare activities. [9] Actively volunteers to serve as a mentor for students pursuing healthcare administration and participates regularly as a panelist for the Future Healthcare Leaders “See You at the 'C' Suite” seminars. [9] Her visionary leadership has propelled the hospital to new heights of innovation and patient care, including the opening of the Medical and Research Translation (MART), Stony Brook Children's and Hospital Pavilion in 2019 as part of the largest expansion project. [4]

Gary E. Bie

Chief Financial Officer and Vice President for Health System Finance and Strategy

CPA. [7]

Jonathan M. Buscaglia

Chief Medical Officer

MD, FASGE, AGAF. [7]

Carolyn Santora

Chief Nursing Officer and Chief of Regulatory Affairs

MS, RN. [7]

Gerald J. Kelly

Chief Information Officer

DO. [7]

Eric J. Morley

Chief Quality Officer

MD, MHA, MS, CPHQ. [7]

Colette Brown

Chief Human Resources Officer

NA

Nicole Rossol

Chief Patient Experience Officer

NA

Patricia Cooper

Chief Compliance Officer

JD, RN, CHC. [7]

Timothy Brown

Chief Communications and Marketing Officer

NA

Michael P. Pasternack

Associate Counsel Office of General Counsel

JD. [7]

William Wertheim

Executive Vice President for Health Sciences

MD, MBA. [3, 7]

Todd Griffin

Vice President for Clinical Services

MD, MBA. [7]

Peter Igarashi

Dean, Renaissance School of Medicine at Stony Brook University

MD. [7]

Michael Arens

Chief of Staff to the Executive Vice President of Stony Brook Medicine

NA

Brian Fullerton

Chief Revenue Officer

NA

Dennis Gallagher

Chief Technology Officer

NA

John H. Riley

Associate Vice President For Health Sciences And Vice Dean For Administration & Finance

NA

Paul Aitken

Chief Of Population Health & Associate Dean For Clinical Integration

M.D., Mph, Cpe, Faafp. [6]

Shara Newman

Chief Contracts Officer

NA

Residency Programs

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

Capacity & Services

Licensed Beds 728

Staffing & Personnel

FTE Employees on Payroll 8561.84
FTE Interns & Residents 617.46

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 84779
Inpatient Days (Title XIX) 12152
Total Inpatient Days 238068
Bed Count 725
Available Bed Days 264625
Discharges (Title V) NA
Discharges (Title XVIII) 13268
Discharges (Title XIX) 1410
Total Discharges 36355

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 75925
Inpatient Days (Title XIX; Adults & Peds) 10271
Total Inpatient Days (Adults & Peds) 202909
Bed Count (Adults & Peds) 578
Available Bed Days (Adults & Peds) 210970
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 13268
Discharges (Title XIX; Adults & Peds) 1410
Total Discharges (Adults & Peds) 36355

Quality Summary

Care Quality Stengths Average overall patient satisfaction. 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 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 69%

Mortality Group Indicators

Mortality Group – Rate of Complications for Hip/Knee Replacement Patients Better 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 Better Than National Average
Mortality Group – Death Rate for Heart Failure Patients No Different Than National Average
Mortality Group – Death Rate for Pneumonia Patients Better 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 & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 232

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients -0.4
Readmission Score Hospital Return Days for Heart Failure Patients 27.3
Readmission Score Hospital Return Days for Pneumonia Patients 10.5
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 11.7
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 4
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 1.1
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 13.4
Readmission Score Rate of Readmission for CABG 9.3
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 18.2
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 21.9
Readmission Score Rate of Readmission After Hip/Knee Replacement 3.9
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.9
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 16.5
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 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 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 Worse 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) 0.694
CAUTI SIR (Standardized Infection Ratio) 0.893
SSI SIR (Standardized Infection Ratio) 1.406
CDI SIR (Standardized Infection Ratio) 0.456
MRSA SIR (Standardized Infection Ratio) 1.119

Fiscal Period

Fiscal Year Begin Jan 01, 2022
Fiscal Year End Dec 31, 2022

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $16,244
Bad Debt Expense $61,144
Uncompensated Care Cost $30,806
Total Uncompensated Care $34,438

Operating Expenses ($ thousands)

Total Salaries $825,780
Overhead Expenses (Non-Salary) $1,165,652
Depreciation Expense $88,903
Total Operating Costs $1,594,964

Charges ($ thousands)

Inpatient Charges $4,104,368
Outpatient Charges $2,652,962
Total Patient Charges $6,757,330

Wage-Related Details ($ thousands)

Core Wage Costs $252,496
Wage Costs (RHC/FQHC)
Adjusted Salaries $825,780
Contract Labor (Patient Care) $29,562
Wage Costs (Part A Teaching) $1,050
Wage Costs (Interns & Residents) $18,436

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $11,888
Short-Term Investments
Notes Receivable $24,208
Accounts Receivable $228,837
Allowance for Doubtful Accounts
Inventory $29,415
Prepaid Expenses $33,821
Other Current Assets
Total Current Assets $521,300

Balance Sheet – Fixed Assets ($ thousands)

Land Value $21
Land Improvements Value $30,246
Building Value $1,014,553
Leasehold Improvements $34,308
Fixed Equipment Value $133,479
Major Movable Equipment $626,640
Minor Depreciable Equipment $72,480
Health IT Assets
Total Fixed Assets $718,171

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $676,290
Total Other Assets $711,174
Total Assets $1,950,644

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $142,899
Salaries & Wages Payable $84,832
Payroll Taxes Payable $71,799
Short-Term Debt
Deferred Revenue
Other Current Liabilities $43,054
Total Current Liabilities $483,274

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $1,209,245
Total Long-Term Liabilities $1,209,245
Total Liabilities $1,692,519

Balance Sheet – Equity ($ thousands)

General Fund Balance $258,125
Total Fund Balances $258,125
Total Liabilities & Equity $1,950,644

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $129,866
DRG (Post-Oct 1) $50,937
Outlier Payments
DSH Adjustment $5,817
Eligible DSH % $0
Simulated MC Payments $43,990
Total IME Payments $64,515

Revenue & Income Statement ($ thousands)

Inpatient Revenue $4,066,425
Outpatient Revenue $2,697,868
Total Patient Revenue $6,764,293
Contractual Allowances & Discounts $4,866,505
Net Patient Revenue $1,897,788
Total Operating Expenses $1,991,432
Net Service Income $-93,643
Other Income $100,576
Total Income $6,932
Other Expenses
Net Income $6,932

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $125,003
Medicaid Charges $1,190,448
Net CHIP Revenue $7,431
CHIP Charges $46,872

EHR Information

EHR Oracle Health Millennium
EHR Version Oracle Health Millennium (Not CommunityWorks)
EHR is Changing No

ERP Information

ERP Oracle
ERP Version Fusion 10
EHR is Changing No