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Stony Brook

Stony Brook ambulatory launch defines speed-to-value

Stony Brook Medicine in Stony Brook, New York, is a long-standing Cerner client with a history of partnership and technology adoption. The organization is recognized for outstanding patient care, biomedical research and healthcare education, receiving numerous recognitions and awards for quality, safety and progressive use of technology. Stony Brook Medicine includes a 603-bed academic medical center, several health sciences schools and outpatient care sites.

Stony Brook’s journey with Cerner has been filled with important milestones that moved the meter around physician and clinician workflow while delivering operational efficiencies to support its investments and market position. In 2009, Stony Brook implemented computerized physician order entry across its inpatient facilities, followed by a strategic transition to remote-hosted services in 2011. 2012 proved to be a pivotal year with the rollout of nursing and physician documentation and a footprint for device connectivity.

For the more than 30,000 patients admitted to Stony Brook annually, these advancements changed the face of their care plans and provider interactions, and boosted satisfaction. However, Stony Brook wanted more – the executive team knew its outpatient sites could not live on information islands – separated from the clinical experiences and data that create a full picture of the health of each person served.

By 2013, Stony Brook expanded its relationship with Cerner through an aggressive ambulatory electronic health record (EHR) launch. The project was substantial – 50 clinics and more than 400 eligible providers in three conversion waves across 18 months. With Meaningful Use compliance dates approaching, both time and execution was a significant concern. To help ensure project success, Stony Brook asked Cerner to lead the project holistically —from design, build, and data collection, to training, support, and optimization.

Speed-to-value was a driving force, with the Cerner and client teams transitioning the first wave of general medicine and pediatric providers to the EHR only three months after the build domain became available. High level of physician adoption led to the attainment of Meaningful Use measures within five months of project kick-off. Determination yielded success, with 95 percent of medicine and pediatric providers successfully attesting to Meaningful Use Stage 1.

Fast forward to wave three in June 2014 – the most aggressive and challenging implementation of 25 clinics across complex specialties including dermatology, neurosurgery, psychiatry, orthopedics and a variety of surgery specialties. While most ambulatory settings see 20 patients a day, many of these specialty venues see near 60 patients per day. To ensure physicians could maintain levels of productivity so vital to their businesses, new innovations were brought to life such as custom workflow pages and dynamic documentation.

Today, providers across Stony Brook see more than 2,500 patients per day using Cerner Ambulatory – and the project was completed on time and on budget. More importantly, providers have access to patient information across the continuum of care, from the emergency department to the hospital bed to the outpatient clinic. And the momentum continues. Stony Brook is currently a HIMSS Level 6 organization for both the acute and ambulatory venues – and the organization is on the way to Level 7 with projects focused on additional community and regional data sharing through interoperability.

What’s next on the horizon? Stony Brook has a sense of pride in its progressive approach toward specialty advancements and furthering care across the enterprise into its skilled nursing facilities and home health. Building on its clinical framework, Stony Brook looks forward to partnering with Cerner to enhance the health of populations using registries, care management and analytics tools to support its health programs. And, because a healthy revenue cycle supports the heart of care, the organization will implement enterprise registration and scheduling in fall 2014, laying the foundation for a clinically-driven revenue cycle.

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Client outcomes were achieved in respective settings and are not representative of benefits realized by all clients due to many variables, including solution scope, client capabilities and business and implementation models.